See the Strategic Plan - Camp Merrie

Camp Merrie-Woode
Strategic Plan
2013 – 2017
Adopted May 8, 2012
I. PROGRAMMING
GOAL A
OFFER A BROAD RANGE OF MISSIONCONSISTENT PROGRAMMING THAT IS RELEVANT
TO TODAY’S CAMPERS AND THAT BUILDS LIFELONG SKILLS AND INTERESTS.
Strategy 1
Review current programs to ensure that every
program is age appropriate, Mission-driven, and in
keeping with Merrie-Woode’s traditions.
a. Review and revise a program evaluation
template, and implement the evaluation at
least every five years.
Strategy 2
Survey campers annually to ensure that our
programs continue to meet current interests.
a. Create survey template.
b. Assess needs for programming modifications
based on survey results.
MISSION
STATEMENT
Merrie-Woode is a
sanctuary of rarest
beauty which inspires a
lasting awareness of
God's presence. The
Mission of Camp
Merrie-Woode is to use
that setting to nurture
the physical,
intellectual and
spiritual growth of girls
and young women
through traditional
camp activities and
outdoor adventures. In
this friendly, noncompetitive community
of simplified living, each
individual is valued for
who she is and who she
will become.
CMW STRATEGIC PLAN 2013-2017
CAMP MERRIE-WOODE
STRATEGIC PLAN
2013 – 2017
VISION
STATEMENT
To be the premier camp
in America for girls and
young women by
providing the nurturing
setting for each girl to
discover and achieve
her own excellence.
1
GOAL B
OFFER AND EMPHASIZE PROFICIENCY AND CONFIDENCE-BUILDING
PROGRAMMING TO PROMOTE THE FULL MERRIE-WOODE EXPERIENCE.
Strategy 1
Encourage each camper’s participation in both traditional camp activities and
adventure-based programs.
CMW STRATEGIC PLAN 2013-2017
a. Evaluate the camp session calendars to ensure a balance of both traditional
camp and adventure-based activities.
b. Better utilize the camp property to promote adventure-based activities.
Strategy 2
Promote each camper’s confidence and personal growth through development of
her proficiency in all activities.
GOAL C
RECOGNIZE THAT THE MERRIE-WOODE EXPERIENCE EXTENDS BEYOND THE
CAMPERS TO ALL MEMBERS OF THE MERRIE-WOODE COMMUNITY, AND BUILD
OFF-SEASON PROGRAMS TO DEEPEN AND STRENGTHEN THE RELATIONSHIP
BETWEEN THESE CONSTITUENTS AND THE CAMP.
Strategy 1
Explore year-round opportunities for off-site adventure-based trips and on-site
sessions for campers, staff, and alumnae (e.g., riding, boating, mountaineering,
and leadership courses).
2
II. TRADITIONS
GOAL
II.
TRADITIONS
VALUE
OUR RICH HISTORY AND CHERISHED TRADITIONS AS A CORE ASPECT OF
THE MERRIE-WOODE EXPERIENCE.
V
ALUEaOUR
RICH
HISTORY
AND
CHERISHED
TRADITIONS
AS A CORE
ASPECT OF
Foster
camp
culture
in which
traditions
are valued
and shared
with counselors,
campers,
and-W
parents.
THE
MERRIE
OODE EXPERIENCE.
a. Share traditions with all counselors during staff orientation.
b. Review
and revise the traditions section of the parent handbook and website to
Strategy
1
ensure
appropriate
communications
andvalued
Mission-consistent
language.
Foster a camp culture in which
traditions are
and shared with
counselors,
c. Periodically
evaluate traditions to ensure consistency with the Merrie-Woode
campers,
and parents.
a. Mission.
Share traditions with all counselors during staff orientation.
b. Review and revise the traditions section of the parent handbook and website to
Strategyensure
2
appropriate communications and Mission-consistent language.
Review
and
record
the traditions
of Camp Merrie-Woode.
c. Periodically evaluate
traditions to ensure consistency with the Merrie-Woode
a. Continue
to assimilate pictures and information regarding traditions into the
Mission.
archives.
b. Compile
pictures, memories, songs, and favorite traditions via social media sites
Strategy
2
and the newsletter.
Review and record the traditions of Camp Merrie-Woode.
c. Continue interviewing alumnae from multiple generations and document
a. Continue
assimilate gathered.
pictures and information regarding traditions into the
pertinent to
information
archives.
d. Document history of traditions by generation into a permanent format to be
b. Compile
pictures,
songs, andand
favorite
traditions via
social media
sites
maintained
by thememories,
Executive Directors
the Foundation,
including
daily vs.
and
the newsletter.
session-long
traditions.
c. Continue interviewing alumnae from multiple generations and document
information gathered.
Strategypertinent
3
d. Document history of traditions by generation into a permanent format to be
Foster an
alumnae culture in which camp traditions are valued by consistently
maintained by the Executive Directors and the Foundation, including daily vs.
documenting
and sharing
traditions through all communications.
session-long
traditions.
a. Host periodic alumnae gatherings.
b. Highlight
traditions from various generations in the newsletter, on the website
Strategy
3
and social media.
Foster
alumnae
culture in
which
camp
traditions
arealumnae
valued to
byconnect
consistently
c. an
Develop
an alumnae
page
of the
website
allowing
and
documenting
and
sharing
traditions
through
all
communications.
interact with camp and each other.
a.
periodic
alumnae
gatherings.
d. Host
Produce
a special
edition
Centennial publication and Ripple.
b. Create
Highlight
traditions
variousspace
generations
infor
thearchives
newsletter,
the website
e.
a physical
andfrom
interactive
at camp
to beonexperienced
and
social
media.
and for alumnae to reflect on their camp memories of traditions.
c. Develop an alumnae page of the website allowing alumnae to connect and
interact with camp and each other.
d. Produce a special edition Centennial publication and Ripple.
e. Create a physical and interactive space at camp for archives to be experienced
and for alumnae to reflect on their camp memories of traditions.
CMW STRATEGIC
CMW
PLAN
STRATEGIC
2013-2017
PLAN 2013-2017
G
OAL
Strategy 1
3
3
III. STAFF AND LEADERSHIP
GOAL A
III. STAFF AND LEADERSHIP
RECRUIT AND RETAIN THE HIGHEST QUALITY YEAR-ROUND AND SEASONAL
III. STAFF
AND
STAFF
MEMBERS
WHOLEADERSHIP
SUBSCRIBE TO OUR MISSION, SERVE AS ROLE MODELS,
GOAL A
TEACH
WITH PASSION AND DEMONSTRATE SINCERE CARING FOR EACH CAMPER.
CMW 2013-2017
STRATEGIC PLAN 2013-2017
CMW STRATEGIC PLAN
CMW STRATEGIC PLAN 2013-2017
ECRUIT
GROAL
A AND RETAIN THE HIGHEST QUALITY YEAR-ROUND AND SEASONAL
MEMBERS
WHO SUBSCRIBE TO OUR MISSION, SERVE AS ROLE MODELS,
Strategy
1
RSTAFF
ECRUIT AND RETAIN THE HIGHEST QUALITY YEAR-ROUND AND SEASONAL
4
4
4
TEACH WITH
PASSION
AND DEMONSTRATE
CARING
FOR EACH CAMPER.
Research,
develop
and implement
processesSINCERE
for effective
performance
STAFF MEMBERS WHO SUBSCRIBE TO OUR MISSION, SERVE AS ROLE MODELS,
assessments, and encourage year-round staff to develop goals that inspire
TEACH WITH PASSION AND DEMONSTRATE SINCERE CARING FOR EACH CAMPER.
professional growth.
Strategy 1
a. Work with the Executive Directors to establish annual goals and implement a
Research, develop and implement processes for effective performance
written
annual evaluation of their performance.
Strategy
1
assessments,
and encourage year-round staff to develop goals that inspire
b. Foster
the year-round
staff’s professional
by encouraging
Research,
develop
and implement
processes fordevelopment
effective performance
professional
growth.
attendance
at
seminars
and
leadership
development
conferences.
Include a
assessments,
year-round
staff
to develop
inspire
a. Work and
withencourage
the Executive
Directors to
establish
annualgoals
goalsthat
and implement
professional
growth
as a component
of their performance review.
professional
growth.
written
annual
evaluation
of their performance.
a.b. Work
Executive
Directors
to establish
annual goals
and implement a
Fosterwith
the the
year-round
staff’s
professional
development
by encouraging
Strategywritten
2
annual
evaluation
ofleadership
their performance.
attendance
at seminars
and
development conferences. Include
Continue
to
shape
the
administrative
structuredevelopment
and compensation
philosophy to
b. Foster
the
year-round
staff’s
professional
byreview.
encouraging
professional growth as a component of their performance
hire andattendance
retain theathighest
quality
professional
seasonal and
year-round
staff.
seminars
and leadership
development
conferences.
Include
a.
Continue
annual
review
of
salary
and
benefit
packages
for
year-round
staff.
Strategy
2
professional
growth as a component of their performance review.
b. Consider
the the
implementation
of multi-year
employment
arrangements
for to
Continue
to shape
administrative
structure and
compensation
philosophy
designated
professional
summer
staff.
Strategy
2retain the
hire and
highest quality
professional
seasonal and year-round staff.
a. Continue
annual
review of salarystructure
and benefit
packages
for year-round
staff. to
Continue
to shape
the administrative
and
compensation
philosophy
Strategy
3
hire and
retain the
quality professional
andarrangements
year-round staff.
b. Consider
thehighest
implementation
of multi-yearseasonal
employment
for
Achieve
continuity
in
seasonal
staff
activity
leadership
positions.
a. Continue
annual
review of
salary staff.
and benefit packages for year-round staff.
designated
professional
summer
a.
Review,
research,
update,
and
implement
methods
and materials,
b. Consider the implementation of multi-yearrecruiting
employment
arrangements
for
Strategy
3
using
more
technology
and
social
networking,
in
order
to
attract
well-qualified
designated professional summer staff.
Achieve
continuity in seasonal staff activity leadership positions.
candidates.
Review,
research,
and implement
materials,
Strategy
3
b.a. Consider
providingupdate,
incentives
(beyond therecruiting
bonuses methods
currentlyand
provided)
for
using
more
and
social
networking,
in order
to attract well-qualified
stafftechnology
return and
stay
for
multiple
sessions.
Achievesummer
continuity
intoseasonal
staff
activity
leadership
positions.
candidates.
a. Review,
research,
update,
and implement
recruiting
methods and materials,
c.
Offer more
certification
options
to summer
staff members.
b. using
Consider
providing
incentives
(beyond
the
bonuses
currently
provided)
for
more technology and social networking, in order to attract
well-qualified
summer staff to return and stay for multiple sessions.
candidates.
Offer more
certification
options
to summer
staff members.
b.c. Consider
providing
incentives
(beyond
the bonuses
currently provided) for
summer staff to return and stay for multiple sessions.
c. Offer more certification options to summer staff members.
Strategy
Strategy44
Implement
develop the
the leadership
leadershipcapabilities
capabilitiesofof
Implementand
andrefine
refinedistinct
distinct programs
programs that
that develop
our
seasonal
staff
and
ensure
continuity
of
leadership
within
our
core
programs.
our seasonal staff and ensure continuity of leadership within our core programs.
a.a. Evaluate
Counselorand
andCounselor
CounselorAssistant
Assistant
Evaluateand
andcontinue
continueto
to improve
improve the
the Junior
Junior Counselor
c.c.
d.d.
GGOAL
OALBB
MMAINTAIN
OF T
TRUSTEES
RUSTEESTHAT
THATEMBRACES
EMBRACES
AINTAINAN
ANEFFECTIVE
EFFECTIVEAND
AND DYNAMIC
DYNAMIC BOARD OF
THE
AMP M
MERRIE
ERRIE-W
-WOODE
OODE. .
THEM
MISSION
ISSION, ,TRADITIONS
TRADITIONS,,AND
AND SPIRIT
SPIRIT OF CAMP
Strategy
Strategy11
Reviewand
andevaluate
evaluatethe
theBoard’s
Board’s committee
committee structure
Review
structure every
everyfive
fiveyears
yearsand
and
recommendchanges,
changes,ififappropriate,
appropriate, to ensure best practices.
recommend
practices.
Implementan
anannual
annualBoard
Board self-evaluation
self-evaluation process.
a.a. Implement
process.
Ensureeffective
effectivecommunication
communication among the Directors,
b.b. Ensure
Directors,the
theBoard,
Board,and
andits
its
Committeesthroughout
throughout the
the year.
year.
Committees
CMW STRATEGIC PLAN 2013-2017
CMW STRATEGIC PLAN 2013-2017
b.b.
programs.
programs.
Evaluate
Consortiumto
toemphasize
emphasize
Evaluateand
andenhance
enhancethe
the biennial
biennial Counselor
Counselor Consortium
leadership
leadershipdevelopment
development activities.
activities.
Refine
and
develop
the
off-season
program.
Refine and develop the off-season internship
internship program.
Explore
programming.
Explorehosting
hostingoff-season
off-season leadership
leadership development
development programming.
Strategy22
Strategy
Review(and
(andrevise,
revise,ififappropriate)
appropriate) the
the Foundation’s
Foundation’s by-laws
Review
by-lawsto
toensure
ensurethe
theorderly
orderly
transition
of
executive
leadership
on
the
Board.
transition of executive leadership on the Board.
Strategy33
Strategy
Cultivateand
andorganize
organizealumnae
alumnae groups
groups from
from which
Cultivate
which future
future trustees
trusteesmay
maybe
be
identified.
identified.
Refinealumnae
alumnaedatabase
database to
to include
include information
information for
a.a. Refine
for networking
networkingopportunities.
opportunities.
b.
Recruit
alumnae
volunteers
and
offer
them
the
opportunity
to
have
b. Recruit alumnae volunteers and offer them the opportunity to haverewarding
rewarding
experiencesas
aspart
partof
ofthe
the Merrie-Woode
Merrie-Woode family.
experiences
family.
Strategy 4
Strategy
4
Continue to identify alumnae, parents, and friends with professional and volunteer
Continue to identify alumnae, parents, and friends with professional and volunteer
skill sets that would benefit the Board.
skill sets that would benefit the Board.
5
5
IV. ENROLLMENT
GOAL
IV. ENROLLMENT
ENSURE FULL ENROLLMENT WITH APPROPRIATE WAITING LISTS.
Strategy
G
OAL 1
Examine the size, duration, and culture of June, Main, and August sessions and
CMW STRATEGIC
PLAN
2013-2017
CMW
STRATEGIC
PLAN 2013-2017
E
NSUREprogram
FULL ENROLLMENT
WITH
APPROPRIATE
WAITING
LISTS
explore
offerings that
are appropriate
to each
session
and. will maintain
our small community atmosphere.
a. Develop
an annual comprehensive evaluation plan for all sessions, to include an
Strategy
1
survey
of returning
and non-returning
families,
monitorsessions
rates of and
return,
Examineannual
the size,
duration,
and culture
of June, Main,
and August
and recognize opportunities to encourage campers to move from one session to
explore program offerings that are appropriate to each session and will maintain
another.
our small community atmosphere.
a. Develop an annual comprehensive evaluation plan for all sessions, to include an
annual
survey of returning and non-returning families, monitor rates of return,
Strategy
2
and
recognize
opportunities
to encourage
campers
to moveposition
from oneMerriesession to
Collect and analyze trends
and demographic
data
to favorably
Woodeanother.
within our target markets and attract campers of varied backgrounds,
experiences and talents who will benefit from and contribute to the MerrieWoode experience.
Strategy
2
a.
Continue
to refine
constituent
records indata
our to
database
andposition
use this information
Collect and analyze
trends
and demographic
favorably
Merrieto
help
recruit
camper
families
and
counselors
who
support
our
Mission
as well
Woode within our target markets and attract campers of varied backgrounds,
as to help better predict the future applicant pool of legacy campers.
experiences and talents who will benefit from and contribute to the Merrieb. Examine the current diversity levels at Merrie-Woode and at camps within our
Woode peer
experience.
group to ensure a richer experience for campers and give them an ability to
a. Continue
to refine
constituent
records
in our
database and use this information
better succeed
in an
ever increasing
global
world.
to help recruit camper families and counselors who support our Mission as well
as to help better predict the future applicant pool of legacy campers.
b. Examine
the current diversity levels at Merrie-Woode and at camps within our
Strategy
3
peer
group
to ensure aa marketing
richer experience
campers
and give
them
an ability
Develop and implement
planfor
that
articulates
the
value
of theto
better succeed
in an everour
increasing
globalprograms,
world.
Merrie-Woode
experience,
skill-based
and the culture of
each session.
a. Consider
engaging a professional marketing consultant to develop the
Strategy
3
marketing plan.
6
6
Develop and implement a marketing plan that articulates the value of the
b. Develop and employ technological marketing means (such as website and social
Merrie-Woode experience, our skill-based programs, and the culture of
media) to complement Merrie-Woode’s traditional marketing activities.
each session.
c. Consider
Educate current
and
prospective families
on consultant
the availability
of financial
a.
engaging
a professional
marketing
to develop
the aid in all
marketing plan.
communications.
marketing
b. Develop and employ technological marketing means (such as website and social
media) to complement Merrie-Woode’s traditional marketing activities.
c. Educate current and prospective families on the availability of financial aid in all
marketing communications.
V. LAND AND FACILITIES
GOAL
Strategy 1
GOAL
Ensure that landscaping and facility improvements are consistent with our natural
setting
and,Adirondack
style.
PRESERVE
MAINTAIN,architectural
AND ENHANCE
THIS PLACE OF RAREST BEAUTY AND
a.
Consult
the
Master
Site
Plan
of
2008
for information,
guidance
and use as a .
ENSURE THAT ITS USE IS CONSISTENT WITH
OUR MISSION
AND TRADITIONS
reference for improvements, while modifying according to current facility needs
and available funding.
b. Establish
a set of architectural, aesthetic, and landscape guidelines to serve as a
Strategy
1
blueprint
for the enhancement
of the buildingsare
andconsistent
grounds. with our natural
Ensure that landscaping
and facility improvements
setting and Adirondack architectural style.
Strategy 2
a. Consult the Master Site Plan of 2008 for information, guidance and use as a
Performreference
an ongoing
evaluation of sustainability and environmental resources.
for improvements, while modifying according to current facility needs
a. Develop
a
forestry
management plan and implement appropriate
and available funding.
b. recommendations.
Establish a set of architectural, aesthetic, and landscape guidelines to serve as a
b. Review
and
water management
elementsand
of the
Master Site Plan of 2008.
blueprint
forrevise
the enhancement
of the buildings
grounds.
c. Conduct a campus energy analysis and implement appropriate
recommendations.
Strategy
2
Perform an ongoing evaluation of sustainability and environmental resources.
Strategy 3
a. Develop a forestry management plan and implement appropriate
Monitorrecommendations.
opportunities to acquire neighboring property.
a.
a neighboring
acquisitionelements
and/or marketing
strategy.
b. Establish
Review and
revise waterland
management
of the Master
Site Plan of 2008.
b.
Ensure
adequate
financial
resources
for
possible
future
acquisitions.
c. Conduct a campus energy analysis and implement appropriate
recommendations.
CMW
STRATEGIC PLAN 2013-2017
CMW STRATEGIC PLAN
2013-2017
PRESERVE, MAINTAIN, AND ENHANCE THIS PLACE OF RAREST BEAUTY AND
ENSURE
THAT
ITS USE
IS CONSISTENT WITH OUR MISSION AND TRADITIONS.
V. LAND
AND
FACILITIES
Strategy 4
Enhance
campus security plan and procedures.
Strategy existing
3
a. Establish
a natural
plan.
Monitor
opportunities
todisaster
acquirepreparedness
neighboring property.
b.
security
analysisand/or
and implement
appropriate
a. Perform
Establishaacampus-wide
neighboring land
acquisition
marketing
strategy.
recommendations.
b. Ensure adequate financial resources for possible future acquisitions.
Strategy 4
Enhance existing campus security plan and procedures.
a. Establish a natural disaster preparedness plan.
b. Perform a campus-wide security analysis and implement appropriate
7
recommendations.
7
VI. TECHNOLOGY
VI. TECHNOLOGY
CMW STRATEGIC
CMW STRATEGIC
PLAN 2013-2017
PLAN 2013-2017
GOAL
8
8
W
HILE MAINTAINING AN ENVIRONMENT FREE OF PERSONAL ELECTRONIC
GOAL
DEVICES FOR CAMPERS, CONTINUE TO USE TECHNOLOGY TO MAXIMIZE OUR
W
HILE MAINTAINING
AN ENVIRONMENT FREE OF PERSONAL ELECTRONIC
OPERATIONS
.
DEVICES FOR CAMPERS, CONTINUE TO USE TECHNOLOGY TO MAXIMIZE OUR
OPERATIONS
Strategy 1 .
Create a five-year technology plan for administrative functions, together with a
Strategy
1
budget consistent
with the plan.
Create
five-year
technologyconsultant
plan for administrative
functions,
together
with a
a. aEngage
a professional
to conduct a technology
audit
that will
andwith
assist
with
the year round usage and needs, including cyberbudget evaluate
consistent
the
plan.
security
and
in-camp
communications.
a. Engage a professional consultant to conduct a technology audit that will
evaluate and assist with the year round usage and needs, including cyberand in-camp communications.
Strategysecurity
2
Develop a new website and electronic marketing materials that appeal to current
Strategy
2
and prospective
campers, parents, staff and alumnae.
Develop
a new website
and electronic
that appeal
to current
a. Implement
web-based
processes marketing
for camper materials
and staff application
and
information
forms. parents, staff and alumnae.
and prospective
campers,
b.
Create
a
page
on the website
to engage
alumnae
actively. and
a. Implement web-based
processes
for camper
andmore
staff application
c. information
Develop a strategy
forms. for use of social media to effectively communicate with our
constituents.
b. Create a page on the website to engage alumnae more actively.
d. Develop
Consideraastrategy
website for
appuse
forof
mobile
c.
socialdevices.
media to effectively communicate with our
e. Evaluate
and
explore
web-based
sites
for providing summer camp photos and
constituents.
communications
to app
parents.
d. Consider
a website
for mobile devices.
e. Evaluate and explore web-based sites for providing summer camp photos and
to parents.
Strategycommunications
3
Provide technological support for the campus security plan.
Strategy 3
Provide
support for the campus security plan.
Strategytechnological
4
Conduct a periodic evaluation and refinement of the “Unplugged” initiative.
Strategy
4
a. Survey
campers and parents.
b. Promote
the evaluation
“Unplugged”and
initiative
withinof
the
camp
family through
interactions
Conduct
a periodic
refinement
the
“Unplugged”
initiative.
with
camp-related
associations
and
in
marketing
materials.
a. Survey campers and parents.
b. Promote the “Unplugged” initiative within the camp family through interactions
with camp-related associations and in marketing materials.
VII. FINANCIAL RESOURCES
GUIDING PRINCIPLE
VII.
FINANCIAL
RESOURCES
SECURE
LONG-TERM FISCAL
SUSTAINABILITY.
GOAL
A PRINCIPLE
UIDING
FINANCIAL RESOURCES THROUGH CAREFUL PLANNING AND SOUND POLICY
MAKING.
GOAL A
MAINTAIN STRONG FISCAL MANAGEMENT OF CAMP MERRIE-WOODE'S
Strategy 1
FINANCIAL RESOURCES THROUGH CAREFUL PLANNING AND SOUND POLICY
Maintain the Merrie-Woode Foundation’s not-for-profit status.
MAKING.
Strategy 2
Strategy
1
Develop sound
policies and guidelines to maintain stewardship of Camp MerrieMaintain
the
Merrie-Woode
Foundation’s
not-for-profit
Woode's resources and financial
security and
ensure thatstatus.
the operating and capital
budgeting processes are informed by and consistent with this Strategic Plan.
Strategy 2
Develop
GOAL B sound policies and guidelines to maintain stewardship of Camp MerrieWoode's resources and financial security and ensure that the operating and capital
E
XPAND Cprocesses
AMP MERRIE
OODE’by
S FUNDRAISING
SUPPORT
OF THIS
budgeting
are -W
informed
and consistentEFFORTS
with thisIN
Strategic
Plan.
STRATEGIC PLAN AND ALUMNAE RELATIONS.
CMW STRATEGIC
CMW
PLAN
STRATEGIC
2013-2017
PLAN 2013-2017
M
AINTAIN
STRONG
OF .CAMP MERRIE-WOODE'S
SECURE
LONG
-TERMFISCAL
FISCALMANAGEMENT
SUSTAINABILITY
GOAL B
Strategy 1
EXPAND CAMP MERRIE-WOODE’S FUNDRAISING EFFORTS IN SUPPORT OF THIS
Increase as a percentage of the operating budget Annual Fund support from new
S
TRATEGIC PLAN AND ALUMNAE RELATIONS.
and
existing donors.
Strategy
Strategy 1
2
Increase
a percentage
of the operating
budget Annual Fund support from new
Formalizeasand
grow the Planned
Giving program.
anda.existing
donors.
Develop and implement a marketing plan that raises awareness of the Kindred
Spirit Society.
b. Directly
tie development of the program to the Centennial celebration.
Strategy
2
9
Spirit Society.
b. Directly tie development of the program to the Centennial celebration.
9
Formalize and grow the Planned Giving program.
a. Develop and implement a marketing plan that raises awareness of the Kindred
GOAL C
PROTECT CAMP MERRIE-WOODE'S ASSETS IN PERPETUITY.
CMW STRATEGIC PLAN 2013-2017
Strategy 1
Establish an endowment fund, review options for fund management, and create
clear polices and guidelines regarding gifts and distribution.
a. Raise Endowment funds in conjunction with the Centennial celebration.
10
Strategy 2
Investigate organizational strategies that will forever enhance and protect this
Place of Rarest Beauty.