Natural Resources Foundation of Wisconsin Strategic Plan Outline Developed by Julia Kinsey November 14, 2013

INTER-HE 345: Capstone Project Part A: Draft of a Strategic Plan Process for a NPO
The following is an outline of recommendations I have made to assist the Natural Resources Foundation of Wisconsin complete a successful strategic plan. These recommendations are based on in-depth research of the organization and are intended to help produce a thorough and effective strategic plan. Strategic Planning for Nonprofit Organizations by Michael Allison and Jude Kaye has also provided guidance as to how best organize the strategic planning process. I selected to formulate this outline for the Natural Resources Foundation of Wisconsin because the organization supports a cause to which I am deeply connected. As both a Community & Nonprofit Leadership and Environmental Studies major, I someday hope to support conservation efforts in this country by leading an environmental nonprofit organization similar to NRFW. Furthermore, it does appear that the organization could address possible improvements in their next strategic plan.

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Mission The mission of the Natural Resources Foundation of Wisconsin is as follows: ! The Natural Resources Foundation of Wisconsin connects generations to the wonders of Wisconsin's lands, waters, and wildlife through conservation, education, engagement, and giving. Brief History ! Established in direct response to decreased funding for the Wisconsin Department of Natural Resources, NRFW was founded in 1986 to provide monetary support for state-managed natural resources including water, land, and wildlife. While the organization stays true to its 1986 roots, it has expanded its programming to directly protect ecosystems and to offer educational opportunities for involved citizens. Since its founding, the organization has contributed $4.5 million to conservation efforts, has established the Wisconsin Conservation Endowment consisting of 50 funds and $2.6 million in assets to support conservation programming, organized thousands of educational field trips, and restored many Wisconsin animal populations. Internal and External Stakeholders During the strategic planning process, both internal and external stakeholders who care about the organization should be involved to ensure that their program area is being sufficiently addressed and their desired outcomes will be met. Stakeholders should include those who will be implementing the plan, those who will benefit from the plan, and anyone who will help or hinder the implementation process (Allison & Kaye). ! Internal Stakeholders o NRFW Executive Director, Ruth Oppedahl o NRFW Directors and Coordinators " Director of Development, Janine Veto " Director of Communications, Maria Sadowski " Grants Coordinator, Barb Barzen " Membership Coordinator, John Kraniak " Field Trip Coordinator, Christine Tanzer o NRFW Board Chair, Diane Humphrey Lueck o Department of Natural Resources Resident Secretary, Cathy Stepps o Corporate Sponsors " Wisconsin Energy Foundation " American Transmission Company " Neenah Paper " Associated Bank " Church Mutual Insurance Company " Derse Foundation " Eagle Optics " Erewhon Mountain Outfitter " Xcel Energy " John J. Frautschi Family Foundation

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" Wells Print and Digital ! External Stakeholders: o NRFW members " There are approximately 3,000 dues-paying members of NRFW o Donation Recipients Programs ! Field Trips: Since 1986, NRFW has organized 1,230 field trips for 26,000 members and guests of their organization. DNR expert guides lead these tours. Field trips offer opportunities for learning and for activities like biking and hiking. ! Wildlife Protection: NRFW works with the DNR to protect threatened plant and animal species in Wisconsin. o Bird Protection Fund: This fund supports 5 bird protection projects o Wisconsin Bat Conservation Fund: This fund provides support to Wisconsin bat biologists working to protect the state's bat population o Natural Areas: NRFW provides monetary support to the DNR to protect native Wisconsin landscapes ! Conservation Endowments: NRFW supports 14 conservation endowments that provide long-term support to natural resource preservations. ! Wisconsin Master Naturalists: This program trains Wisconsin Master Naturalists who lead programs, engage in conservation efforts, assist in research, etc. ! Cherish Wisconsin Outdoors Fund: This new endowment uses investments to care for and protect 1.5 million acres of publicly owned land. ! Great Wisconsin Birdathon: This fundraiser raises money to donate to programs that seek to protect native Wisconsin bird species that have been identified as Species of Greatest Conservation Need. $8 of every $10 raised is given directly to bird protection projects.

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Strategic Priorities & Recommendations In years as recent as 2012, NRFW has seen widespread success of many initiatives. While the above programs continue to thrive in both their funding and impact, some are reaching more success than others. The organization has collected over $7 million in total assets, indicating the success of development initiatives. However, it is important to look at which programs are receiving the most funding and evaluate where funding should actually be directed considering the mission of the organization. I suggest the following recommendations to challenge NRFW to reconsider their mission and prioritize goals dependent on their true mission. ! Recommendations, including Information Gathering Methods o Involve all internal stakeholders in an in-depth review of the organizations Mission Statement. Pay specific attention to how the organizations title (Foundation) plays a role in the organizations mission. Should education and engagement play as large of a role as conservation and giving? " Method: Assign someone the role of devils advocate to challenge beliefs and prevent groupthink. " Challenge internal stakeholders to determine why the mission is what it is and why each area is an area of focus. o Prioritize fund allocation and considering greater funding for conservation endowments. The 2012 Annual Report reveals that conservation endowments received less than one third of the funding that endangered species and field trips received. " Method: Evaluate each program area using questionnaires with participants and implementers to determine strengths and weaknesses. Analyze each program to find where money could be reallocated to endowment funds. " Method: Consider conducting a focus group with Ruth Oppedahl, Diane Humphrey Lueck, and Cathy Stepps to collect information on the working relationship between NRFW and Wisconsin DNRdetermine priorities of working relationship. " Method: Distribute an in-depth questionnaire directly to corporate sponsors to determine their perspectives on NRFW fund allocation and what sponsors would like to see done differently. o Ask each staff member to determine what worked well in their program area during the last plan and what needs to be improved during the next planning cycle. " Method: Ask each staff member to conduct a thorough SWOT analysis of their program area and submit report to Strategic Planning Committee. o While current members are highly active in organization field trips and program participation, NRFW should consider increasing membership to collect additional donations from individual donors to decrease dependence on corporate sponsors, foundations, and for-profit businesses. " Method: Initiate membership drive led by Membership

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Coordinator, John Kraniak, and Director of Communications, Maria Sadowski. Distribute online questionnaires to current members to determine benefits of becoming a member, then promote. Stakeholder Roles I recommend that Ruth Oppedahl who oversees organization staff and facilitates overall achievement of the organizations mission should lead the Strategic Planning Committee. As the NRFW Executive Director, Ruth also maintains critical contact with Cathy Stepps from the local chapter of the Department of Natural Resources. Because of the longstanding relationship between NRFW and the Wisconsin DNR, I believe that Cathy Stepps should be involved in the Strategic Planning Committee to ensure the working relationship of the two organizations continues to thrive. Diane Humphrey Lueck, NRFW Board Chair, should of course be involved in the Strategic Planning Committee to oversee that the mission of the organization is being adequately considered. While all staff members are important internal stakeholders to the organization and will lead the implementation of the strategic plan, their assistance would best be utilized by submitting SWOT analyses to the Strategic Planning Committee. However, Janine Veto, Director of Development, should be on the Strategic Planning Committee given the nature of the foundation and the emphasis that I have placed on reconsidering the allocation of funds during the next planning period. Additional stakeholders should be involved in formulating the strategic plan through the submission of questionnaires and SWOT analyses. Corporate sponsors and organization members should be asked to complete comprehensive questionnaires focused on the strengths, weaknesses, and allocation of funds by the organization. Questionnaire results should be synthesized by the Strategic Planning Committee and utilized to formulate the strategic plan.

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Evaluation Methods ! The strategic plan should be evaluated by the Strategic Planning Task Force at the end of every year while the plan is being implemented to assess what has gone right and wrong and then make proper adjustments to ensure success throughout the duration of the plan. ! Give Program Area Leaders the responsibility to monitor his or her respective program area. Every six months, have each leader come together to produce a report about what is going right and what could be improved. Recommended Timeline I recommend that the Strategic Planning Committee begin planning July 1, 2014, six months before the implementation date of January 1, 2015, which coincides the organizations annual fiscal year. Please reference the table below for a more in-depth timeline for the NRFWs strategic plan. When 6 Months before strategic plan implementation (July 1, 2014) January 1, 2015 Every 6 Months Every Year Conclude Active Strategic Plan (December 31, 2019) Who Strategic Planning Committee NRFW Program Area Leaders Strategic Planning Task Force NRFW What Begin Strategic Planning Process Begin implementation of new strategic plan Produce report about strengths and weaknesses of program areas Conduct overall assessment of strengths and weaknesses of current strategic plan Conduct final assessments and begin new strategic plan

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