AS ADOPTED BY THE FSC BOARD OF DIRECTORSApril 25, 2020

FRIENDS OF SOUTH CUMBERLAND STATE PARK, INC.

FIVE YEAR PLANfor the period JULY 1, 2020 through JUNE 30, 2025

THE FSC MISSION:

To aid and assist the South Cumberland State Park management and staff in meeting its objectives, and to inform, educate, engage, and inspire its members and the public to protect, conserve, and enjoy all the resources of the park.

CONTENTSExecutive Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4List of Acronyms and Abbreviations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

PrefaceIntroduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8Process Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Committee Purpose Statements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Situational Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Internal (FSC-Facing) ActionsSupport a Strong Volunteer Resources Committee . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12Create a Culture of Sustainable Leadership Succession . . . . . . . . . . . . . . . . . . . . . . . . 12Document Best Practices for Recurring Initiatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12Develop Sustainable Financial Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13Collect Content for Communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13Expand FSC Funding Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14Develop Task-Based Fundraising . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14Improve Member & Donor Engagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14Develop Opportunities for Volunteer Certification . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Park-Facing ActionsDevelop a Sustainable Outreach Initiative . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16Create Better-Informed Park Visitors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16Attract Young Families with Children . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17Deliver Group Programming for the Park . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17Support SCSP-Driven Land Acquisition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18Create Skilled Trail and Saw Teams . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19Protect Park Borders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19Save Park Trails . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19Improve Trail Marking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20Improve Off-Site Wayfinding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20Engage Activity-Specific User Groups . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20Perfect the Trail Friends Initiative . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

Committee Priorities and TimingExecutive . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22Finance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23Communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23Education . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24Land Conservation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24Strategic Planning . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25Trails . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25Volunteer Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 Trail Friends Subcommittee . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

Plan Attainment and Update ProcessAttainment Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27Update Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27Committee Planning Benchmarks by Quarter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28Committee Budgeting Benchmarks by Quarter. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41

Strategic Planning Committee Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48Initial Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48Future Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50

FSC Organization Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

Addenda (in separate document) Planning Process Description and Timeline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A2Annotated Committee Worksheets

Executive . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A3Finance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A5Communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A6Development. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A10Education . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A14Land Conservation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A21Strategic Planning . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A24Trails . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A25Volunteer Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A31

EXECUTIVE SUMMARY 4During its first quarter-century of existence, the Friends of South Cumberland State Park (“FSC”) made notable achievements in support of South Cumberland State Park (“SCSP”), spearheading efforts to triple the amount of land under the Park’s protection, and making it Tennessee’s largest State Park.

Today, this 42-year-old Park faces both ongoing and new challenges, and the Friends of South Cumberland organization must strive to be nimble in anticipating and adapting to these changing circumstances.

Park Management has reached out and asked FSC to engage with the Park in new ways to help meet its ever-increasing challenges. To help meet these needs, FSC’s engagement with the Park falls into four general areas:

• Increased infrastructure support, particularly in regard to trails, campgrounds and marking Park boundaries

• Improved availability of park visitor information, to better prepare visitors for knowledgeable and safe visits to more areas of the Park

• Increased engagement of Conservation Partners in Park Management-directed land acquisition procedures

• Increased interpretive and education programming support, to assist and relieve overly-tasked Park Rangers and improve Park visitor experiences

As part of FSC’s mission to “aid and assist Park Management in meeting its goals…,” FSC must address its own organizational and operational challenges to maintain its ability to meet Park Management’s requests in effective and sustainable ways. During this planning process, the following needs have been identified (in no particular order):

• Increase cross-committee communication and collaboration, embracing the TEAM philosophy (“Together Everyone Accomplishes More”)

• Emphasize and support effective volunteer engagement, from recruitment and training to recognition and retention

• Increase FSC advocacy on behalf of the Park, with elected and administrative officials as well as potential funding partners and sponsors

• Provide higher-level (certificate) training for certain volunteers, to meet State guidelines; as well as improved basic training for all volunteers

• Provide a process for leadership continuity, including a culture of strong succession planning and development of future leadership

• Document best practices for recurring events, with an ongoing goal of improved execution

• Develop a wider range of regional and national-level funding sources

• Develop targeted giving campaigns, to provide donors with specific benchmarks by which they can measure the impact of their support

5• Broaden leadership training in the use of existing software systems for

communication, fundraising, member, donor and volunteer management

• Improve data quality management, relating to those same systems

• Implement the new land acquisition process, directed by Park Management needs, by more directly engaging FSC’s Conservation Partners, thereby reducing the need for large outlays from limited FSC funds

LIST OF ACRONYMS and ABBREVIATIONS 61Q-2Q-3Q-4Q abbreviations for first, second, third, fourth quarters of a calendar or fiscal year

addtl abbreviation for “additional”Advance Pkt or “Advance Packet,” briefing papers sent to FSC Board members, prior to meeting

ALCC Appalachian Landscape Conservation Cooperativeapps abbreviation for “applications”, usually smartphone softwareARC Appalachian Regional Commission (regional economic dev’t organization)

ArcGIS Brand name of the online digital mapping system used by TDEC & TNSPAvenza Brand name of digital mapping system used by FSC’s TrailFriends initiative

ctte abbreviation for “committee”Comm abbreviation for “Communications,” usually referring to that FSC committee

D&M FSC’s Development & Membership Committee, also simply “Development”DNR Department of Natural Areas (a division of TDEC)

Doodle Brand name of FSC’s online meeting scheduling toolE&O FSC’s Education & Outreach Committee, also simply “Education”Exec FSC’s Executive CommitteeFDIC Federal Deposit Insurance Corporation (insures FSC’s bank accts to $250K each)FSC Friends of South Cumberland State Park

FTSP Friends of Tennessee State Parks (statewide friends group)GIS Geographic Information System, a protocol for handling mapping data

GPS Geographic Positioning System, a satellite-based system for location mappingID Identification, or “to identify”

Itinio TNSP’s online campground and lodging reservation systemLAP FSC’s Land Acquisition Policy, as adopted in January of 2020LCC FSC’s Land Conservation CommitteeLCF FSC’s Land Conservation Fund, as adopted in January of 2020

LRPS Long Range Planning Session (FSC’s annual long-range plan review)LTT Land Trust for Tennessee

LWCF Land & Water Conservation Fund (administered by the US Dept of Interior)matʼls abbreviation for “materials”

MeetUp Brand name of FSC’s online volunteer opportunity listing toolmgmt abbreviation for “management”msgs abbreviation for “messages”NEON Brand name of FSC’s online constituent data management system

NGO Non-Governmental Organization — generic label for a variety of nonprofit orgs.opps abbreviation for “opportunities,” as in “opportunities to volunteer”

org or orgs abbreviation for “organization” or “organizations”OSI Open Space Institute (public land advocacy and conservation organization)

Park Smarts Brand name for FSC’s new communications campaign to inform SCSP visitorspgm or pgmg abbreviations for “program” or “programming”, as in public-facing FSC activities

PIE Parks in Education — a TNSP program for incorporating parks into curriculumQ/A Quality Assurance, a protocol for improving the ongoing quality of a product

QR code a two-dimensional barcode which, when scanned by a smartphone, opens aspecific page on a website, or other online destination (QR = “quick response”)

7RFP Request for Proposal — asking a potential vendor to provide pricing & terms

ROW Right-of-Way; an option for improving Ranger access without parcel purchaseRTP Recreational Trails Program (administered by the Federal Highway Administration)

RTRR Recruit-Train-Recognize-Retain — a best practice for retaining volunteersSCC Southeastern Climbers’ Coalition, a Chattanooga-based advocates for rock climbing

SCRLT South Cumberland Regional Land TrustSCSP South Cumberland State Park

SETDD Southeast TN Development District (economic development agency for this area)SEWHCF SE Wildlife & Habitat Conservation Funds (administered by US Fish & Wildlife Svc)

SGG Savage Gulf Gateway (a.k.a. “Shady Valley” tract, in Beersheba Springs)SLAC State Land Acquisition Committee

SP State ParkSPC FSC’s Strategic Planning Committee

SurveyMonkey Brand name of FSC’s online survey toolT&T Trails and Trilliums (FSC’s spring festival)TBD To Be DeterminedTDL Two-Deep Leadership, a best practice for developing leadership continuity

TF Trail Friends, FSC’s on-location docent program at major SCSP trailheadsTHRIVE Brand name for the Chattanooga area’s long-range planning initiative

TDEC Tennessee Department of Environment and ConservationTDOT Tennessee Department of Transportation

TennGreen New brand name for the Tennessee Greenways FoundationTN Tennessee, usually referring to the “State of…”, meaning, State Government

TNC The Nature ConservancyTNP Tennessee Naturalist Program

TNSP Tennessee State Parks (a division of TDEC)TPL the Trust for Public LandTTA Tennessee Trails Association

TWF Tennessee Wildlife FederationUoS University of the South, a.k.a. “Sewanee”VAE Volunteer Appreciation Event

VC Visitor Center, usually referring to the SCSP Visitor CenterVols abbreviation for “volunteers” (as in FSC’s volunteers, not the football team!)VRC FSC’s Volunteer Resources CommitteeVW Volkswagen, usually referring to its Chattanooga grant-issuing department

VolunteerLocal Brand name of FSC’s online volunteer scheduling and sign-up tool WAG Wild Azalea Gala, FSC’s major annual fundraising event

Weebly Brand name of FSC’s online website content management systemYFCs Young Families with Children, a target demographic for FSC’s education efforts

Zion Forever Brand name for a project-specific fundraising initiative for Zion National Park

PREFACE 8INTRODUCTIONThis Plan is the result of a long-term commitment and structured effort on the part of the leadership of the Friends of South Cumberland State Park, Inc. (“FSC”), to improve the organization’s ability to meet its mission of providing relevant and effective support to South Cumberland State Park (“SCSP”) managers and staff, while also improving FSC’s ability to “inform, educate, engage, and inspire its members and the public to protect, conserve, and enjoy all the resources of the Park.”

FSC’s Strategic Planning Committee (“SPC”), working under an August, 2019 directive from FSC’s Board of Directors, has executed a planning process that fosters effective ongoing communication among FSC’s committees, as well as between FSC leadership and SCSP managers, resulting in a thoughtful and useful five year Strategic Plan.

To help assure effective plan implementation, SPC strongly recommends that FSC leadership follow a process of ongoing, quarterly attainment review, with an annual plan update. This will help ensure that the many hours of work invested in the development of this plan will produce the results envisioned by all parties engaged in this planning process.

ACKNOWLEDGMENTS

The FSC Strategic Planning Committee thanks FSC’s Board of Directors for its foresight and commitment in authorizing the planning process, and for valuing the creation of a long-range plan. SPC would especially like to thank all of the FSC Officers, Committee Chairs and volunteers who gave so freely of their time, energy and ideas. SPC would also like to thank our SCSP managers for their willingness to provide time, guidance, input and feedback throughout the planning process.

PROCESS OVERVIEW

The Strategic Planning Committee developed a process of creating a five-year Strategic Plan that would help guide the actions the organization would take to fulfill FSC’s mission to the Park. This process began in May, 2019 when the FSC Board and SCSP Managers identified key issues and needs during a Long-Range Planning Session. Based on these issues, the SPC developed a framework for this Plan. Each of FSC’s nine committee chairs gathered their committees and developed committee Purpose Statements (listed in the next section), reviewed action items and key issues from the Long-Range Planning Session, and developed goals and action items to be taken to address those issues. Committee Chairs were provided with formatted Plan worksheets to address the Action, Volunteer Resources needed (hours and involvement from other committees), and anticipated budget needs. These worksheets are included in the Addenda at the end of this Plan. The SPC facilitators and each Committee Chair met with the Park’s Management Team to review each Committee’s draft worksheets and proposed actions. The Committee Chairs then revised their draft worksheets to reflect input from the Park and review by the SPC. The SPC assimilated the information provided by the Chairs, and compiled the information, documenting it in this Plan. The full timeline and individual steps taken to complete this Plan also are provided in the Addenda.

COMMITTEE PURPOSE STATEMENTS 9

ExecutiveTo ensure that the overall operation of the committees and the Board accomplish the mission of the Friends.

FinanceThe purpose of the Finance Committee is to:

• assure the maintenance of proper accounting and financial controls in accordance with established standards for nonprofit organizations;

• adhere to a comprehensive schedule of filings and related tasks necessary to maintain FSC’s good standing with all governmental and funding entities;

• maintain accurate and complete historical financial data and records; and• support the fiscal aspects of other FSC committees’ activities, such as accounting and reporting related to fundraising, budgeting and preparation of related documentation.

CommunicationsThe purpose of the Communications Committee is to inform FSC members, Park users, community leaders and the general public of the initiatives and activities of the Friends organization. The Committee’s mission is to create and distribute compelling content to engage and motivate these audiences to respect, protect, and safely enjoy the natural and cultural resources of South Cumberland State Park.

DevelopmentThe purpose of the Development Committee is to assist all FSC Committees in seeking funding for projects, collaborate with park managers on grant opportunities, and to cultivate and retain members and donors for the FSC.

EducationThe Education Committee serves the park by offering programs, events and materials about South Cumberland State Park that educate, engage, and inspire FSC membership and the general public. Its goals for adults are to…

• encourage more visits to the park and inspire visitors to try new hikes and/or activities; • inspire a core group of adults who will become valued volunteers and future leaders

for board projects and committees; and• increase awareness about the need to protect and preserve park lands.

Its goals for children and families are to… • provide rich experiences through school field trips and educational events that will

instill a sense of curiosity about and pride in South Cumberland State Park, especially for those who live near the park; and

• demonstrate many ways children and families can enjoy nature and the outdoors, especially in the park.

10Land ConservationTo protect the wilderness values of the Park by advocacy and/or participation in relevant land acquisitions or other land protection measures.

Strategic PlanningThe purpose of the Strategic Planning Committee is to assist FSC in establishing overall common goals for the organization, and to develop and guide the implementation of a plan for achieving those goals. The Committee executes planning efforts that assess FSC needs, set priorities, define action, and monitor progress. The objective of the committee is to help FSC focus its energy and resources toward mutually agreed upon outcomes and results. The SPC is responsible for producing planning documents that shape and guide what FSC does to serve the Park, define and explain actions to be taken, and communicate to the FSC organization the information and recommendations developed during the planning exercise. The SPC helps identify, advocate for and facilitate the use of strategic stepping stones and best practices that will enable FSC to thrive, adapt, and effectively continue to meet its mission into the future.

TrailsThe purpose of the Trails Committee is to work with Park Managers and Rangers to monitor and document existing trail conditions, prioritize recommendations for remediation, and facilitate solutions; and to facilitate the design and construction of new trail as directed by Park Managers. The Trails Committee’s primary goal is to help assure SCSP trails provide safe access for park visitors and are built in a sustainable manner, using best practices which minimize future maintenance and remediation.

Volunteer ResourcesThe purpose of the Volunteer Resources Committee is to enhance and maintain the FSC’s volunteer services by recruiting, training, recognizing and retaining volunteers to promote public stewardship, safety, and enjoyment of park resources. The committee provides an effective source of volunteers to support the work of other FSC committees.

SITUATIONAL OVERVIEW 11When South Cumberland State Park was created in 1978, it protected about 11,000 acres of environmentally-significant land, most of it in what is now the Savage Gulf area of the Park. In 1993, the Tennessee General Assembly passed legislation authorizing the creation of organized Friends groups for Tennessee State Parks. In 1994, the Friends of South Cumberland State Park became one of the first of these organizations. One of FSC’s first priorities was to identify and aid in the acquisition of other environmentally-significant lands, to be added to the Park, in addition to infrastructure maintenance and education projects. In the early 2000s, FSC’s “Saving Great Spaces” campaign raised directly and indirectly, millions of dollars that were used to expand the land under SCSP’s protection.Over the next 20 years, as the nation’s awareness of the need for environmental protection grew, several other like-minded environmental organizations took an interest in protecting unique areas of the Southern Cumberland Plateau. FSC and the Tennessee Department of Environment and Conservation (“TDEC”) worked in coordination with organizations like the Nature Conservancy, the U.S. Department of the Interior, the Land Trust for Tennessee, and the Open Space Institute to add still more land to South Cumberland State Park. Today, SCSP’s boundaries stretch across four Tennessee counties, and protect nearly 31,000 acres of land across ten non-contiguous parcels.With that growth, however, came challenges: A park staff originally created to manage an 11,000-acre public resource was now tasked to manage a Park nearly three times that size. As more land was added, expectations for providing the public with access to that land grew, and the need for additional visitor infrastructure (facilities, parking, trails, etc.) became critical. At the same time, the need became apparent for public education about the Park, and its significance. FSC responded by adding events, such as Trails & Trilliums, and initiatives such as Every Child in the Park and Back the Rangers, to respond to the Park’s increasing needs for volunteer-based assistance.Today, 42 years after the Park’s creation, SCSP managers, Park Rangers and staff face a very different set of challenges than their predecessors. The focus has shifted from assembling and opening a new park, to managing a much larger, geographically-disparate public resource with aging infrastructure. This has created new challenges for SCSP managers who, despite receiving some additional resources from state government, have been tasked with a much wider array of responsibilities: SCSP Park Rangers are de facto law enforcement for large portions of four counties; they are first-line emergency responders; they must keep trails clear, campgrounds safe, and still have time for the kind of engaging public interaction most visitors typically expect of Park Rangers.As a result, FSC also faces new challenges. To continue to meet its mission of supporting SCSP Managers, FSC must adjust its focus to address these new realities. In their quarterly reports to the FSC Board, SCSP managers have identified both new and ongoing issues that FSC may be able to help address, some quite different from the kind of support FSC has given the Park in the past. FSC’s response to many of these issues will require fresh approaches, including the development of new capabilities, and the re-allocation of FSC organizational and fiscal resources. FSC leadership must embrace these changes, and make them part of its organizational culture. Both internal-facing FSC and outward facing Park goals and action items were identified during the planning process, and are summarized in the sections that follow.

INTERNAL (FSC-FACING) ACTIONS 12

SUPPORT A STRONG VOLUNTEER RESOURCES COMMITTEECommunications, Development, Education and Trails CommitteesAll four of these committees have expressed a desire for enhanced volunteer engagement; several specifically identified the FSC-facilitated Tennessee Naturalist Program (“TNP”) as a potential source of new volunteers. However, it is in the best interests of FSC as a whole that the organization have a strong, centralized and coordinated effort for reaching out to volunteers, rather than individual committees making separate (and possibly redundant or even conflicting) appeals to potential volunteer pools. Provided there is clear communication with the Volunteer Resources Committee, however, Chairs may engage their known volunteers for activities.

Volunteer Resources is the most severely understaffed committee in the FSC organization. The Committee’s Chair reports it is in urgent need of talented, motivated individuals to help it develop and execute a reinvigorated program of volunteer recruitment, training, recognition and retention (the “RTRR” model). Volunteer Resources also needs regular and specific input from all FSC committees about their volunteer needs, not only in terms of “for what, how many, and when,” but also about the background, skills and training each volunteer might bring to the table.

Of all FSC-facing (internal) needs, the reinvigoration of its Volunteer Resources Committee is perhaps the most urgent. It is the need with the greatest potential to energize the efforts of every other FSC Committee. As such, it deserves the attention, support and commitment of everyone in the organization.

CREATE A CULTURE OF SUSTAINABLE LEADERSHIP SUCCESSION Executive CommitteeIn any volunteer organization, continuity over time is a challenge. Volunteers come and go; not all volunteers are natural leaders; not all natural leaders are adept at maintaining organizational continuity. To sustain FSC’s effectiveness, it is recommended that leadership prioritize and lead the development of a strong succession-planning culture throughout its committee structure.

When good volunteers step down or leave an organization, much institutional memory, including knowledge about best practices, prior mistakes, and “how things work” leave with them. An effective succession planning effort can mitigate the loss of such valuable knowledge, and result in a much stronger, stable and smooth-running enterprise.

“Two-deep leadership” is one proven method for improving organizational continuity, establishing a tradition of having, for example, Chairs and Assistant Chairs in place within each standing committee; the Assistant Chair being groomed to assume the Chair’s position after understudying for a specified period of time.

DOCUMENT BEST PRACTICES FOR RECURRING INITIATIVESExecutive CommitteeIn the same way that succession planning provides a process for continuity between generations of leadership, detailed documentation offers a ‘recipe’ for efficient execution of an organization’s recurring initiatives. Public engagement events, fundraising campaigns, the delivery of educational and interpretive programming, and many other activities would benefit from the experiences of prior leadership, proven best practices, and other accumulated knowledge.

13In particular, FSC’s two major events, Trails and Trilliums and the Wild Azalea Gala, are logistically-complex events. They involve volunteers, materials, timelines and preparation processes that may be refined with each event’s iteration. Capturing the “what, when and how” of these endeavors in a well-organized, comprehensive set of documents will remove logistical friction and improve event execution. Annual post-event critiques should add to that body of knowledge. Having such information in a permanent, easily-accessible form would help insure that even if key leadership is no longer available, the cumulative knowledge that leadership has amassed would be available to those who follow in their footsteps.

The benefits of this approach can extend to other initiatives, from educational programming to fundraising campaign planning to grant-writing and many other recurring endeavors. While documentation must draw on the first-hand knowledge of those who have led such FSC endeavors over the years, the Executive Committee needs to provide the leadership and accountability necessary to assure the accumulation and organization of this critical information takes place and is appropriately shared.

DEVELOP SUSTAINABLE FINANCIAL PROCESSESFinance CommitteeMid-way through the development of this Plan, the Finance Committee, formerly a subcommittee under Executive, was elevated to the level of a standing, top-level committee. Many of the essential financial processes necessary for FSC’s operations have been in place, in some form, since FSC’s creation in 1994.

The continuing challenge for Finance is the maintenance of proper accounting and financial controls and adhering to a comprehensive timeline of financial and legal events (e.g., tax and annual report filings; renewal of certifications and licenses; filings maintain nonprofit status; etc.). Beyond that, the Finance Committee would maintain historical financial data and records, providing valuable fiscal perspective to inform other FSC committees’ activities, from fundraising to budgeting, grant-writing and more.

COLLECT CONTENT FOR COMMUNICATIONSCommunications CommitteeCustomarily, “communications” is thought of as a public-facing endeavor. However, in order to be effective in communicating to a wide range of audiences an even wider range of topics and messages about the Friends and the Park is needed, FSC’s Communications Committee must be able to gather, organize and regularly update a large volume of content: factual, text-based information; photographic and video imagery; and a network of authoritative information sources and media contacts.

It is recommended that the Communications Committee develop sustainable processes for engaging Park staff, volunteers and the public to provide the Committee with content, exhorting Friends stakeholders to “look for stories, and take pictures”. At the same time, the Committee would be alert for opportunities to disseminate its information in the most effective manner. The most essential Communications function is matching stories to audiences, audiences to media channels, and then promoting the availability of such content through online advertising. Having the content assets necessary to create those stories is a large challenge; it is the “internal side” of Communications that directly affects how effective its “external side” will be.

14EXPAND FSC FUNDING RESOURCESDevelopment CommitteeFSC Development recognizes the need to learn more about, and utilize a wider range of funding sources, many with specific earmarks for Grundy County, classified as a distressed Appalachian county. These are funding sources the Friends have typically not approached, such as Federal Government programs, and national philanthropic organizations. Because of Grundy County’s distressed status, the Park, through FSC, may be eligible for grants from a number of both public and private sources. The near-term objective would be for the Committee to produce a ‘funding calendar’ with timelines and requirements of potential sources of funding, from both new and previously-known entities. Longer-term, the Committee would routinely act on those opportunities, matching current Park needs with the grants or programs most likely to provide funds.

DEVELOP TASK-BASED FUNDRAISINGDevelopment CommitteeThe FSC Development Committee is adopting a Directed Giving model, similar to efforts on the Zion Forever project (organized by Zion’s Friends group) as evidenced in its 2019 Field Guide and 2020 Field Guide. The Directed Giving concept informs potential donors about a wide range of Park needs by providing them with specific initiatives they can embrace and support. The Committee expects that this five-year plan will help define both Park needs and resulting FSC initiatives.

The FSC Development Committee would then coordinate with Communications to develop and publicize a Directed Giving campaign. Initiatives will be explained in a way that inspires members and donors to support these efforts by volunteering, making a donation, becoming a member or renewing their membership.

IMPROVE MEMBER & DONOR ENGAGEMENTDevelopment CommitteeFSC membership and donor activity fluctuates over time. The Committee’s challenge is to look at FSC’s historical member/donor data, discern trends, and identify the most successful prior practices for maximizing membership and giving. It is recommended that the Committee also look at the latest nonprofit fundraising techniques, as they may apply to promoting FSC membership and donations, in order to successfully engage, develop and retain younger members and donors, in addition to the established base. The Committee would also examine ways to sustainably engage corporate partners at various support levels, with a particular emphasis on reaching out to larger corporate supporters in this region.

At the same time, the Committee would also investigate how FSC’s NEON constituent engagement software might be better utilized to achieve these objectives, and begin implementing a sustainable program of data quality review and remediation, to ensure that FSC’s member and donor data is as complete, accurate and up-to-date as possible.

15DEVELOP OPPORTUNITIES FOR VOLUNTEER CERTIFICATIONVolunteer Resources CommitteeOne of the most successful certification programs FSC has offered is the Tennessee Naturalist Program (“TNP”), a series of classes on natural science topics such as geology, biology, herpetology, botany and astronomy. TNP classes are spread across a 9-month period, and conclude with the certification of the student as a Tennessee Naturalist. As part of the TNP program, students are expected to provide 40 hours of service to the Park, which has proven to be an enormously popular and successful pool of volunteers to FSC. Many TNP graduates have ascended to leadership positions in the organization.

Building on that model, FSC may have an opportunity to create other certification curricula with “hours of service” components that could introduce prospective volunteers to the Friends. Existing certification classes and programs, provided by others, could also be leveraged to create new and rewarding ways for volunteers to become engaged in Friends initiatives.

Possible certifications could include, but are not limited to: ( • denotes existing certification program)

• Tennessee Naturalist Friends Event Management K-8 Park Education SpecialistRe-enactor Specialist Interpretive Specialist [specific topic] SpecialistsHike Leadership First Aid Technician • Trail FriendTrail Maintenance Specialist • Trail Master • Chainsaw SpecialistTrail Machinery Specialist Trail Structure Specialist Trail Mapping Specialist

PARK-FACING ACTIONS 16

DEVELOP A SUSTAINABLE OUTREACH INITIATIVEExecutive CommitteePark Management has identified the urgent need for SCSP to have more third-party support for its funding requests and operational priorities, particularly with elected officials and administrators at the State Government level, but also with Conservation Partners and other non-governmental organizations (“NGOs”). Historically, as critical land acquisition opportunities arose, FSC was able to mount short-duration efforts to brief legislators and others about a singular issue, but has not established an ongoing, strategic outreach effort.

Today, many Tennessee State Park Friends groups have dedicated outreach teams. Parks without the benefit of such ongoing, dedicated efforts are less visible, and their positions are less well known. This often results in their park being passed over or given only minimal resources. Parks with a “voice” experience better outcomes.

Outreach efforts would emanate from top leadership. Messaging would be strategically focused, and consistently delivered. Connections and relationships would be built and maintained at the highest organizational levels. As such, it is not only appropriate, but necessary, for FSC’s Executive Committee to lead the charge in developing a sustainable outreach program on behalf of the Park.

CREATE BETTER-INFORMED PARK VISITORSCommunications CommitteePark Managers have observed that SCSP visitors who come for a multi-day visit appear to be significantly better informed, and thus more prepared, to safely enjoy the rugged back-country terrain of the Park. Many day-use visitors, on the other hand, seem to have only limited knowledge of the scale and ruggedness of the Park; and the preparation needed prior to heading out on such challenging trails as the Collins Gulf, Big Creek or Fiery Gizzard.

The result is that many day-use visitors misjudge trail difficulty, hiking speed, incoming weather, sunset time, and seasonal factors, resulting in unfortunate and avoidable Ranger-involved rescues. These rescues happen all too often; according to Park Managers, averaging better than one per week. Rescues take SCSP Rangers off-task for hours, many times for an entire day or night. Clearly, having better-informed visitors is a “win-win” situation, eliminating rescue situations while providing the SCSP visitor with a vastly better experience in the Park.

In addition, many Park visitors — even those here for several days — only know SCSP by a few of its “signature features”: Foster Falls, Stone Door, Greeter Falls, and perhaps the Grundy Day Loop, which many mistakenly think IS the Fiery Gizzard Trail.

This general lack of understanding about the Park is a missed opportunity — a chance to educate the public about all of the Park, and what is required to experience it safely.

FSC Communications has identified two initiatives to address these issues: First, that visitors should always plan ahead for a visit to SCSP; and second, to demonstrate that there is much more to SCSP than they might think.

17For the first initiative, Communications proposes to develop and deploy a ‘Park Smarts’ campaign, using both online and traditional media. Topics would include basic park knowledge and orientation, proper clothing and gear, and how best to be prepared in any season, in order to have an enjoyable and safe visit. For the second, Communications plans to develop and promote a descriptive and visual ‘itinerary matrix’ to assist park visitors in creating time and skill-appropriate visits to SCSP, with variations based on features of interest [waterfalls, overlooks, historical sites, etc.]; length of visit, and extent of outdoor skills proficiency [including both technical and physical abilities]. These itineraries can be structured as a short, one-day visit, or as more in-depth, multi-day Park encounters.

Park Managers believe that the effective distribution of these messages can have a significant impact on reducing Ranger-involved rescues, while boosting Park visitation to all areas of SCSP, and will provide visitors with a more enjoyable, safe and rewarding visit.

ATTRACT YOUNG FAMILIES WITH CHILDRENDevelopment, Communications and Education CommitteesBased on anecdotal evidence, more younger visitors are coming to SCSP, particularly with increasing interest in rock-climbing at Foster Falls and Denny Cove. FSC Development feels there is an opportunity to turn younger Park visitors into Friends members by creating a website focused on “young families with children,” or YFCs.

Through effective delegation and sharing of responsibilities, FSC Communications would like to engage members of the Education, Trails and other FSC committees to develop curriculum-based, age-appropriate content to populate the new website, which would be built and managed by Communications. The site could include online activities and content of interest to parents, including self-guided activities aimed at encouraging them to being their families to the Park, to experience many of the child-friendly features at the Visitor Center, in Grundy Forest and other appropriate locations, along with other family- and child-oriented resources.

DELIVER GROUP PROGRAMMING FOR THE PARKEducation CommitteePark Managers would like FSC to take over more (if not all) programming for visiting school groups, Scout troops, and similar organizations by providing volunteers who can lead hikes and talks beyond those TDEC requires Park Rangers to provide. This will allow Rangers to maximize the time they spend on core duties, especially during the park’s busiest times of year.

FSC Education would work with Volunteer Resources to develop a process for training certificated volunteers in curriculum-based program delivery for school groups, integrating new initiatives such as TDEC’s “PIE” (Parks in Education) program, incorporating re-enactments where appropriate.

For visitors (families or groups) who come to the Park on an unscheduled basis but would like a “guided” experience, the Committee would develop a series of self-guided activities, appropriate for various age levels, similar to the Portland Public Library’s Family Science Backpacks and Nashville’s Warner Parks’ “Purple Backpacks” program. Backpacks would be available for check-out at the Park’s Visitor Center.

18Park Managers want to be able to forward all requests for group programs (schools, scouts, etc.) to the Education Committee. The Committee should set up a scheduling coordination process with the Park office that would allow FSC volunteers to respond to all requests for school and group visits to the Park, without direct Ranger involvement.

SUPPORT SCSP-DRIVEN LAND ACQUISITIONLand Conservation CommitteeBetween 2015 and 2020, nearly 6,400 acres of new land was added to SCSP, growing the total land area of the Park by over 25 percent to more than 30,800 acres, and making South Cumberland the largest state park in Tennessee. However, the work of conserving additional environmentally-significant lands is not yet complete. The FSC Land Conservation Committee (“LCC”) has worked diligently to identify properties adjacent to the Park which could have significant environmental, recreational or view-shed value, and has provided this information to Park Managers for review. In addition, Park Management has identified parcels it feels are needed to improve Ranger and Maintenance Team access to specific sections of SCSP.

In January of 2020, the FSC Board of Directors approved a new Land Acquisition Policy, or “LAP,” with a goal of clarifying which potential parcels are of interest to Park Managers and/or to the State of Tennessee for purchase and addition to the Park. The LAP defines a process for engaging like-minded conservation organizations to participate in the purchase of those parcels, whether on an interim basis, until the State can purchase; or to hold them on a long-term basis as “conservation parcels”, if the State is not able to complete final acquisition.

The LAP also recognizes that Park Managers or the State Land Acquisition Committee (“SLAC”) has expressed an official interest in acquiring a parcel before the LCC would be able to begin advocating for conservation partners to purchase. In this manner, it will be clear to all parties what the final disposition of the parcel will be: either purchased by the State, and added to the Park; or held by one or more conservation partners as conserved land, thereby not likely to become part of the Park. The LAP prescribes a process where FSC is more of a facilitator, advocating to the conservation partner organizations those parcels the Park Manager and/or SLAC have specifically identified as worthy of acquisition.

Previously, the LCC operated on a default assumption that FSC would need to finance the parcel acquisition and hold the land until State acquisition. However, the appraised value of the parcels identified by the LCC total over $4.2 million, well beyond FSC’s financial capabilities. Under the LAP, FSC is a “last in” funder, if the State has expressed interest in adding given parcel/s to the park, and no conservation partners can step up. This process is more likely to preserve FSC’s limited funds, in order to make them available to address other pressing needs of the Park.

The SCSP Manager has fully endorsed adoption of the LAP, and as of the drafting of this Plan [February, 2020], is organizing a “Land Acquisition Summit,” inviting conservation partners to come together to review the parcels his Management Team feels are essential and appropriate for acquisition. At the Summit, SCSP and the LCC will advocate for these pre-approved parcels, seeking to obtain commitments from the conservation partners to participate in parcel acquisition. With those commitments, the SCSP Manager believes it more likely that SLAC, seeing substantial third-party backing for these acquisitions, will recommend that the State ultimately re-purchase these parcels from the partners, and add them to the Park.

19CREATE SKILLED TRAIL AND SAW TEAMSTrails CommitteeThe State of Tennessee’s recent decision to allow (and even encourage) more volunteer participation in skills-based tasks, such as trail design/construction and chain-saw work, has opened up important new opportunities for Friends volunteers to provide much-needed help to SCSP Rangers and Maintenance Team personnel. Upon successfully completing a skill-based training course, volunteers can receive either a Trail Master or Saw Master certification, and upon presenting these credentials to Park Managers, would be able to offer services to SCSP that were previously reserved only for Park personnel. Certificated volunteers will take overall task direction from Park Managers, but will be able to work independently on task implementation, and lead crews of other volunteers. SCSP’s Manager has fully embraced this concept, noting that both Rangers and Maintenance crews are already fully tasked, and welcomes any help FSC volunteers can provide. There are extensive sections of degraded trail in SCSP that require remediation or re-routing, and an ongoing need for the removal of trees, both standing and on the ground, on SCSP trails and in campgrounds and interpretive areas throughout the Park. In order to rapidly build FSC’s corps of certificated volunteers, the Trails Committee would develop programs to offer certification-level training in both trail design and chain-saw safety.

PROTECT PARK BORDERSTrails CommitteeMany of SCSP’s boundaries (particularly in Savage Gulf) were never properly marked, or are in need of re-marking. Numerous encroachment issues have resulted — with adjacent land-owners cutting trees, building roads, and even placing structures very near or on Park lands — but the Park cannot make a strong case for enforcement without physical boundary proof.As a result, the Trails Committee has an opportunity to work with Park Managers to secure qualified surveyors to help remediate the boundary areas of greatest need. While there may be an opportunity to provide volunteer assistance to survey crews, the main objective of this task would be to provide funding to hire a survey crew that would work on re-marking key sections of SCSP boundaries, prioritized by Park Managers, on an incremental and long-term basis (that is, a certain number of miles each year, until all boundaries in need have been addressed).

SAVE PARK TRAILSTrails CommitteeThe 2017 TDEC Trails Assessment indicated a significant need for trail maintenance, re-build or re-route; bridge maintenance or replacement, due to natural forces and excessive visitor use. The remedial trail work requires, at a minimum, nearly 10,000 crew hours and/or nearly $200,000 to address (note: Park Manager feels these estimates are extremely low; two very wet winters since the 2017 assessment have inflicted additional damage on many trails).FSC’s Trails Committee would work closely with Park Managers to develop a Trails Plan, prioritizing both maintenance and remediation of existing trail and trail structures. New trail planning or construction would occur only when specifically directed by Park Managers. Trails would also work closely with FSC Development to determine if grants can be obtained from outside sources to fund rapid completion of larger-scale trail projects, provide long-term funding mechanisms, or to acquire mechanized or other assistance to facilitate trail project completion.

20IMPROVE TRAIL MARKINGTrails CommitteePark Rangers report that one of the most frequent causes for Ranger-involved rescues are visitors without maps, and/or who have had little or no experience with SCSP trails, either in terms of length or ruggedness. Frequently, these rescues occur after dark, the result of visitors mis-judging where they are on a trail, being unable to return to the trailhead before sunset, and then being unable to accurately report their location to rescue teams (assuming they had a sufficient cell signal to call for help).

To help address these location issues, FSC Trails Team has obtained approval, both from Park Management and the FSC Board, to acquire and deploy a system of mile-markers across all Park trails of more than one mile; these medallions would be precisely GPS-located and accurately added to all Park trail maps, both on the State’s official mapping platform (ArcGIS) and on all popular online trail “apps”, such as Avenza, AllTrails, etc.

IMPROVE OFF-SITE WAYFINDINGTrails CommitteeOff-site highway wayfinding signage is what directs park visitors to SCSP’s 12 trailheads. The lack of effective off-site directional signage in all three major areas of the Park creates challenges for visitors, even before they set foot on Park property. Conceptualizing the disconnected, scattered geography of SCSP adds further challenge. Thus, the Trails Committee would advocate for, and facilitate the updating and completion of a comprehensive set of large, brown “information-style” highway directional signs for each of the 12 trailheads in SCSP.

Further, to improve visitor comprehension of SCSP’s overall layout, and the location of the 12 trailheads within that realm, a new, uniform and geographically-based set of labels for the Park’s access points would be implemented on these signs (e.g., “Fiery Gizzard North” at what is now Grundy Forest; and “Fiery Gizzard South” at what is now Foster Falls). The legacy identifiers and points-of-interest for each location should also be listed on each sign, beneath the new labels. Both SCSP’s Park Manager and Area Manager have endorsed this relabeling initiative.

Once the new signage is in place, the improved trailhead labeling system can be promoted by both the Park and its extended network, as well as the Friends, as part of the “Park Smarts” initiative effort, to improve visitors’ overall understanding of SCSP.

ENGAGE ACTIVITY-SPECIFIC USER GROUPSTrails and Volunteer Resources CommitteesIn order to build support for trail-related initiatives, and develop interest in volunteer participation, the Trails Committee would work with Volunteer Resources to undertake an organized effort to engage additional activity-specific user groups, e.g., Mountain Bike, Horseback, Climbing, Paddling, and other constituencies in adjoining markets, e.g., Nashville, Huntsville, Chattanooga. In particular, FSC would seek engagement from groups with known affinity for SCSP, such as TTA (TN Trails Association) and SCC (Southeastern Climbers’ Coalition).

21PERFECT THE TRAIL FRIENDS INITIATIVEVolunteer Resources CommitteeThe Trail Friends (“TF”) initiative is FSC’s volunteer docent group that, at present, staffs five of the most popular trailheads in the Park (Stone Door, Greeter Falls, Grundy Forest, Foster Falls, and Denny Cove) during peak visitation periods in the spring and fall seasons. They also walk the trails in those areas, in order to welcome and educate visitors. In the process, Trail Friends can be alert to safety issues, both on the trail and on the part of Park visitors, and assist by providing accurate and timely information in a welcoming and friendly way; or by reporting serious issues to Park Rangers.

Since the Trail Friends initiative began in 2017, it has both exceeded expectations and created challenges. One overarching objective of the TF initiative is to alleviate the need for SCSP Rangers to staff Park trailheads, freeing them up for other, often more critical duties. Thousands of Park visitors have been ably assisted, possibly preventing many Ranger-involved rescues or other unpleasant situations for Park visitors. At the same time, recruiting, training, scheduling and otherwise managing a team of perhaps 30-50 volunteers has presented numerous logistical challenges.

Below are some of the most significant objectives, recommended be addressed as the Trail Friends initiative matures and continues to serve an important role in the Park visitor’s experience:

• Execute an ongoing program of recruitment for new Trail Friends volunteers, with a goal of having 50 trained, regularly-engaged docents in the program each year.

• Add to the informational resources of the Trail Friends training program, providing docents with an organized, up-to-date and useful body of knowledge about the Park, so they can be most helpful to every Park visitor they encounter. This can include content from FSC Communications’ “Park Smarts” campaign, as well.

• Collect post-shift data from all TF volunteers. This is valuable feedback, useful to Park Managers and the Park’s Maintenance Crews as well as the FSC’s Trails Committee, particularly in regard to potential Ranger enforcement, safety and potential rescue issues. It can also be useful in identifying trail and trailhead conditions and potential maintenance items. For trail issues, GPS coordinates would be provided whenever possible to pinpoint locations needing attention.

• Continue to develop informational content each SCSP trail, including points-of-interest, trail ruggedness, typical traversal times, and other descriptive information to help Park visitors get the most out of their time on each trail.

• Maintain an appropriate level of communications with Park staff, always contacting an on-duty Ranger when issues of immediate visitor safety arise; but also limiting communication in a succinct, “as-needed” manner with Park Management, providing summary information about trail and trailhead maintenance issues without over-burdening staff with too many incremental messages.

COMMITTEE PRIORITIES and TIMING 22What follows is a summary version of the major actions and initiatives addressed by each of FSC’s nine standing Committees. Note that, for simplicity, some actions and initiatives are grouped together, if similar in nature and/or timing of implementation. Additional detail for each of the items listed below is located in each Committee’s worksheet, included in the Addenda section of this Plan.FSC’s Committees, ably led by their Chairpersons, provided a great deal of thoughtful and important input as they compiled detailed worksheets and then met with our SCSP Managers to receive their input and accommodate their requests, in keeping with FSC’s mission statement. Three important items stood out during this process: (1) Committees were well-engaged in the process and, despite the amount of information

requested, were genuinely interested in “getting this right,” seizing the opportunity to create, for the first time, a useful, longer-range road-map to guide their actions and achieve larger objectives;

(2) Most Committees tended to be somewhat overly-ambitious when assigning timelines to their various tasks, and so in compiling this document, SPC has lengthened or staggered the “time-to-implement” for certain tasks, particularly those that require close coordination with, or having dependencies on, the work of other Committees; and

(3) As an indication of future success, SPC was pleasantly surprised to see some Committees eagerly pressing ahead with implementation of some of their proposed solutions, even before this plan has been officially adopted. This enthusiastic embrace of the challenges and opportunities identified by the Committees bodes well for the longer-term effectiveness of this plan.

In the following rundown, Committee prioritizations (priority numbers) are shown in bold parentheses, followed by title; organizational issues and SPC annotations are in italics; items with budget impact are underscored; and implementation target dates are in underscored italics.

EXECUTIVE• (1) Effective execution of all routine and ongoing operational tasks for this Committee• (2) Establish standards and protocol for leadership succession planning, such that each

committee has “two-deep” leadership, where the incoming Chair ‘understudies’ with the current Chair before succeeding that mentor as Chair. Monitor that process on an ongoing basis. Start 3Q 2020; implement by 4Q 2020.

• (3) Develop core advocacy messages and a “FSC Advocates” team for new Outreach initiative. Coordinate with Park Managers and Communications on message development. Start 4Q 2020; implement by 3Q 2021.

• (4) Provide leadership for the development and maintenance of best practices for reoccurring FSC events and initiatives; ideally through creation and maintenance of “operating manuals,” timelines, contacts and other leadership resources for activities such as the Wild Azalea Gala [Development] and Trails & Trilliums [Education]. Oversee creation of Operating Manuals in 3Q 2020.In addition, SPC recommends that the Executive Committee, and then the Board, take up requests from several FSC committees for the addition of paid staff to assist the various committees with logistical (event planning) and technical (software/data management) issues.

23FINANCE• (1) Effective execution of all routine and ongoing operational tasks for this Committee

• (2) Support fiscal/budget needs of Committees to maximize fundraising & engagement

COMMUNICATIONS• (1) Effective execution of all routine and ongoing operational tasks for this Committee

• (2) Seasonal Messaging by 4Q 2020, (4) ‘Park Smarts’ by 4Q 2020, (5) Multi-Day Itineraries by 4Q 2020 (9) Park Image Improvement by 1Q 2022 and (10) Message Customization initiatives by 4Q 2022 are primarily information-gathering, message development and distribution projects, scheduled for action across the next two years.

• (3) Proposed new Outreach effort, principally affects Communications in terms of message development. Will require coordination with the Outreach committee or subcommittee, if so formed, as well as Park Managers and FSC leadership (Executive Committee). By 1Q 2021.

• (6) Improved Interpretation initiative is primarily information-gathering, message development. By 2Q 2021. FSC Development will submit a grant request to SCCF in 2Q 2020, to fund additional interpretive panels.

• (7) Improved informational signage at Visitor Center will require coordination with Park Managers re: content/messaging; production budget. Cost TBD. By 1Q 2021.

• (8) New website, promoting SCSP to young families with children (“YFCs”). Will require coordination with Park Managers, Education Committee, and TDEC (the latter for curriculum). Cost TBD. By 4Q 2023.

DEVELOPMENT• (1) Effective execution of all routine and ongoing operational tasks for this Committee

• (2) Research & identify new regional and national grant sources, with a goal of broadening and increasing grant funding intake for FSC. By 3Q 2020.

• (3) Review existing Donor and Member data, clean & update as needed; research national best practices for increasing Donor and Member Engagement. By 3Q 2020.

• (4) Create a development-focused marketing and promotion plan to help drive membership and donations. By 4Q 2020. Development asks if a separate Development Marketing Subcommittee could be created to handle donor and member communications?

• (5) Develop a prioritized list of campaigns to which donors may contribute, akin to the “Zion Forever” project at Zion National Park. Will require coordination with Communications re: message development and, as needed, layout and production. Cost TBD. By 2Q 2021.

• (6) Investigate ways to make better use of Giving Tuesday, Big Payback and other crowd-funding tools, as well as how to make better use of existing NEON constituent management software. By 3Q 2021.

• (7) Consider a fundraising campaign targeting second-home owners in the four-county area served by the Park. Development requests this item be deferred for now.

24EDUCATION & OUTREACH• (1) Effective execution of all routine and ongoing operational tasks for this Committee

• Education & Outreach requests that ‘Outreach’ become a separate committee or subcommittee. Because of its long-range strategic importance to FSC, SPC recommends that Outreach be formed as a task force or subcommittee under the Executive Committee.Additionally, Education’s request for a paid Education Coordinator position has been moved to the Executive Committee, and then on to the Board, for broader consideration in the context of the needs of several committees for paid staff to assist with logistical and technical matters.

• (2) Resume Annual Hike Challenge; coordinate with Park Managers. By 2Q 2020.

• (3) Develop curriculum-based programs and activities for students, such that FSC’s offerings for children help educators meet curriculum criteria. Will require coordination with local and State educators. Cost TBD. By 2Q 2021.

• (4) Develop self-guided program delivery for “pop up” Park guests, a.k.a. “Purple Backpack” program — to relieve Rangers of the need to conduct programs on short notice. Will require coordination with Communications for layout/production/online posting. Cost TBD. By 1Q 2022.

• (5) Assist the Park with more program delivery, particularly for visiting groups, including development of a sustainable team of qualified volunteer educators (and data on their level of training and proficiencies). Education Committee requests that they not be expected to utilize Trail Friends. By 2Q 2022.

• (6) Expand grade-specific offerings for area public school students, both geographically and across grade levels. Will require coordination with Park Managers, Development and Volunteer committees. Cost TBD. By 4Q 2022.

• (7) Increase online awareness about family-friendly activities in the Park, utilizing the “YFC” website [see Communications item] to convey this info to YFC guests. Cost is in Communications budget. By 4Q 2023.

LAND CONSERVATION• (1) Effective execution of all routine and ongoing operational tasks for this Committee

• (2) Ongoing monitoring of targeted parcels to determine availability, landowner interest, and relative priority vs. other targeted parcels, in consult with Park mgmt. Start 1Q 2020.

• (3a) Implementation of new “FSC Land Acquisition Policy,” specifying a process whereby FSC advocates for land acquisition, in order, with (1) Park management; (2) TN SLAC; (3) Conservation Partner organizations. A motion to this effect was adopted at the January, 2020 Board meeting. By 3Q 2020.

• (3b) Initiate a pro-active program of advocacy for targeted parcels, in accordance with the adopted “FSC Land Acquisition Policy,” including outreach to, and facilitation between, Park management, SLAC, and Conservation Partners. A motion to this effect was adopted at the January, 2020 Board meeting. By 3Q 2020.

25STRATEGIC PLANNING• (1) Effective execution of all routine and ongoing operational tasks for this CommitteeIn addition to the various structural changes requested/suggested by other committees, SPC has made specific recommendations for Board and Executive Committee consideration, and are detailed in the section titled “Strategic Planning Committee Recommendations”. These recommendations overlap committees, were identified by several committee members, and serve to bridge certain gaps identified during the planning process.• (2) Facilitate effective implementation of the Five-Year Plan by working closely with FSC leadership and Committee Chairs to align efforts, remove obstacles, marshal resources, and in general, provide coordination and support to help all stakeholders in the FSC organization attain the best possible outcomes for each item in the Plan.

TRAILS• (1) Effective execution of all routine and ongoing operational tasks for this Committee

• (2) Acquire and implement a system of trail wayfinding signage (mileage medallions) on Park trails. Budget approved at the January, 2020 FSC Board meeting. By 3Q 2020; additional non-medallion wayfinding & safety signage work by 3Q 2021 & annually thereafter.

• (3a) Assist Park managers and staff with efforts to create, monitor, repair and/or replace trail infrastructure (tread, steps, bridges, etc.), as needed, consistent with Park management’s objectives, and with State of Tennessee policy. Budget for FSC share of Gizzard bridge replacement approved at January, 2020 FSC Board meeting. Roll out larger program by 3Q 2020; Gizzard bridge by 4Q 2020; other items ongoing.

• (3b) Develop and maintain an initiative of training and certifying volunteers to assist Park Rangers with trail infrastructure creation, repair and/or replacement, consistent with Park management’s objectives, and with State of Tennessee policy on same. Cost TBD. Roll out program by 3Q 2020, thereafter, ongoing.

• (4) Develop and maintain an initiative of certificated volunteers to assist Park Rangers with removal of trees that have fallen across trails, campgrounds, etc. Budget for initial chain-saw class offering approved at the January, 2020 FSC Board meeting. Roll out program 3Q 2020; thereafter, ongoing.

• (5) Acquire and complete a system of highway directional signage (large brown ‘Park signs’), working with TDOT, TVA and other partners to finish this partially-implemented wayfinding project. Assess 4Q 2020; implement by 2Q 2021.

• (tbd) Assist Park managers and staff with efforts to mark, or re-mark, Park Boundaries as requested, consistent with Park management’s objectives, and with State of Tennessee policy on same. Cost TBD. Roll out 1Q 2021; thereafter, ongoing.

• (tbd) Engage activity-specific user groups to assist with Friends initiatives; e.g., Mountain Bike, Horseback, Climbing, Paddling, and other constituencies in adjoining markets, e.g., Nashville, Huntsville, Chattanooga. Also make a concerted effort to build stronger alliances with TTA (TN Trails Association), SCC (Southeast Climbers’ Coalition), and similar outdoor interest organizations. Develop plan by 2Q 2021; Roll out 2Q2021.

26VOLUNTEER RESOURCES• (1) Effective execution of all routine and ongoing operational tasks for this Committee• (2) Increase utilization of VolunteerLocal online platform to capture and manage volunteer

information for the benefit of all FSC committees’ volunteer needs. Cost $600/yr; already budgeted. By 3Q 2020.

• (3) Engage participants of the Tennessee Naturalist Program to volunteer with FSC. Improve engagement with participants in the Tennessee Naturalist Program (“TNP”) participants, working more closely with the TNP group in order to interest them in FSC volunteer opportunities. Host final TNP class to aid in recruitment. Start 3Q 2020; ongoing, annually thereafter.

• (4) Identify and implement best practices for volunteer Recruitment Training Recognition and Retention (“RTRR”). By 2Q 2021.

TRAIL FRIENDS SUBCOMMITTEE (all ongoing items, to be monitored quarterly)• Effective execution of all routine and ongoing operational tasks for this subcommittee

• Execute a program of regular TF curriculum and policy review by Park Managers to help ensure that TF docents are receiving current and correct information about Park and TDEC policies.

• Continue developing and updating a rigorous program of training for all TF candidates on topics critical to visitor safety, as directed and reviewed by Park Managers.

• Continue scheduling and staffing at least five of the most popular trailheads in SCSP, with locations and dates of service as coordinated with and approved by the Park Managers. Suggest utilizing VolunteerLocal software, already online, eliminating redundant [and paid] Doodle account.

• Maintain an acceptable policy regarding communications between Trail Friends coordinators and Park Managers; generally, a “quality-vs-quantity” approach.

• Continue the TF program of helping to document trail features, waypoints, elevation changes, etc. using the Avenza mapping or State-approved ArcGIS application. [Note: This program should be coordinated with the Trails Committee, which may be engaged in similar initiatives, going forward; also, there is a $200 annual fee, presently being paid from the TrailFriends budget, to cover use of the Avenza mapping application; which should be shared by both Trail Friends and the Trails Committee.]

• TFs should be alert about providing the Trails Committee with GPS locations of trail sections that could benefit from repair or maintenance efforts. These will be catalogued using the Avenza mapping application, and shared with the Trails Committee on a timely basis.

• Conversely, the Trails Committee should provide Trail Friends with knowledge of trail conditions, and areas where trail repair work is underway, so TFs can inform Park visitors as appropriate.

PLAN ATTAINMENT and UPDATE PROCESS 27This Plan will only be as good as its implementation — the degree of FSC’s organizational desire and ability to achieve the objectives it sets forth. As the saying goes, “the devil is in the details,” and in order for the organization to obtain the greatest long-term benefit from this Plan, FSC’s leaders must work as a team. By supporting each Committee’s efforts to complete its quarterly tasks and incremental benchmarks, FSC, as an organization, will succeed in achieving the notable aspirations it has set for itself during this planning process.

ATTAINMENT BENCHMARKS

The benchmarks in this Plan are guides to help each FSC Committee prioritize and execute specific tasks, in order to make productive contributions that move the organization forward. They’re NOT “disciplinary tools,” nor “success or failure” yardsticks.

To facilitate the successful implementation of this Plan, what follows is a quarter-by-quarter breakdown of the various initiatives proposed by FSC’s Committees during the planning process. Each quarter, throughout the five-year period, the Strategic Planning Committee recommends that Committee Chairs describe, in their Quarterly Reports to the Board, their Committee’s progress toward attaining that quarter’s benchmarks, including both successes and challenges.

If a Committee or task force is having difficulty attaining a particular benchmark, the Strategic Planning Committee will work with FSC leadership to provide the Committee team with perspective and analysis, suggest alternative approaches, identify additional resources, and help facilitate a successful outcome for the team’s work. The emphasis here is on success and accomplishment!

UPDATE PROCESS

Successes will be celebrated, and challenges will be approached as opportunities for adjustment and improvement. As part of the Plan’s annual update process, benchmarks will be re-calibrated to reflect accomplishments, as well as to give fresh attention to challenges and potential solutions, as areas of focus for the coming year.

During the third quarter of each calendar year, SPC will meet with each FSC Chair to assess what has worked, and what hasn’t; and to hear Committee suggestions for adjustments. At this point in the process, SPC will also ask the Chairs to discuss any new or emerging challenges or opportunities, not already in the Plan, that should be added; and how the Committee might address these new items.

During the fourth quarter, SPC will incorporate this information into its annual update of the Plan, and circulate a draft to the Committee Chairs for comment, in a manner similar to the process it has followed with the initial creation of this Five-Year Plan.

During the first quarter, SPC will refine and review the update with the Committee Chairs, and then present the final revision to the FSC Board for adoption at its April (Second Quarter) meeting. The updated Plan would officially take effect following Board adoption, but no later than the beginning of the next FSC fiscal year on July 1.

In this manner, the Plan will continue to be effective in advancing FSC’s aspirations, improving FSC’s capacity, and strengthening not only the FSC organization, but the Park, as well.

28

FSC COMMITTEE PLANNING BENCHMARKS, BY QUARTER(Numbers in parentheses refer to Action Items in Committee Worksheets)–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––

3Q 2020 OR EARLIER (by Oct 2020 Board meeting)Executive

[ ] Work w/Educ. Ctte to develop an operating manual for T&T, with best practices (2.1)[ ] Work w/Devt. Ctte to develop an operating manual for Gala, with best practices (2.2)[ ] Formulate a draft succession planning protocol w/standards for implementation (3.1)

Finance[ ] Maintain bookkeeping and accounting operations; prepare financials for Board (1.1)

Communications[ ] Work with Park Managers to identify core Outreach messages (1.1)[ ] Work with Park Managers to develop ‘Park Smarts’ safety message topics (2.1)[ ] Work with Park Mgrs. to ID, then research topics for add’l interpretive signage (4.1-4.2)[ ] Work with Park Mgrs to develop content & layout for exterior signs at Visitor Ctr. (9.1-9.2)[ ] Work with Park Mgrs. to develop topics/stories for “seasonal” activity messaging (10.1)

Development[ ] Become familiar with wider range of funding sources at regiona/national level (1.1 to 1.4)[ ] Develop & implement Member & Donor Acquisition & Retention Plan (3.1-3.5 & 4.1-4.4)[ ] Develop & implement Member & Donor data quality improvement processes (3.6)

Education[ ] Develop an initial Operating Manual for T&T, with best practices (6.1)[ ] Obtain better data about T&T attendees, both pre- and post-event (6.3, 6.4, 6.5)[ ] Resume annual Hike Challenge initiative (part of T&T 2020) (9.1)

Land Conservation[ ] Implement adopted Land Acquisition Policy (“LAP”) as per policy statement (1.1-1.3)[ ] Consult w/Park Mgrs to determine which parcels are pre-approved for acquisition (2.1)[ ] Consult w/Park Mgrs to ID parcels need ROW negotiation to improve access (3.1)[ ] Approach Conservation Partners to engage in parcel or ROW acquisition (2.2-2.3 & 3.2)[ ] Present parcel acquisition/ROW list, including CP commitments, to SLAC (2.4-2.5 & 3.3)[ ] First quarterly briefing of Board re: status of each SCSP/SLAC-approved parcel (2.6)

Strategic Planning[ ] 5-Year Plan Review & Update (committee input)

Trails[ ] With Park Mgrs., develop & start chainsaw certification pgm. to assist Rangers (1.1-1.2)[ ] With Park Mgrs., develop boundary-marking needs (2.1)[ ] Scope need for ArcGIS license to assist Park Mgrs with ongoing trail assessment (3.1)[ ] With Park Mgrs., develop plan for professional crew build of lake trail @ SGG (3.2)[ ] Replace Fiery Gizzard trail bridge over Little Gizzard Creek (3.6)[ ] Scope need for mechanized equipment acquisition & finalize specs (4.6-4.7)[ ] Engage consultants/develop reqmts for structure remediation as needed (4.12-4.13-4.14)[ ] Acquire & deploy wayfinding mileage markers on trails over 1 mile in length (5.1-5.2)

29Volunteer Resources

[ ] Develop framework/manual for a new RTRR program for FSC volunteers (1.1-1.2)[ ] Integrate VolunteerLocal into volunteer recruitment/scheduling process (1.4-1.5)[ ] Interact w/TNP Coordinator to inform TNP students about FSC volunteer opps (3.1-3.3)

–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––4Q 2020 (by Jan 2021 Board meeting)Executive

[ ] Begin development of Outreach effort by identifying core audiences & messages (1.1)[ ] Submit draft succession planning protocol & implementation plan to FSC Board (3.2)

Finance[ ] Maintain bookkeeping and accounting operations; prepare financials for Board

Communications[ ] Work with the FSC Executive Ctte to define FSC’s position on Outreach issues (1.2)[ ] Roll out content to explain and promote Park Smarts messages to the public (2.2)[ ] Work with Park Managers to develop multi-day Itinerary Matrix for visitor planning (3.1)[ ] Develop layouts for add’l interpretive signage (if SCCF grant is approved) (4.3)[ ] Create RFP and get bids from sign co’s for new exterior signs at Visitor Center (9.3)[ ] Develop and roll out annual calendar of seasonal activity & safety messages (10.2)

Development[ ] Implement plan to promote FSC Development efforts through events & online (5.1-5.3)[ ] Set up and test online registration forms for upcoming Gala and T&T events (7.1)[ ] Secure sponsors for upcoming Wild Azalea Gala and Trails & Trilliums events (7.2)

Education[ ] Implement sustainable initiative to deliver volunteer-led programming in the Park (1.2)[ ] Coordinate with Park Mgrs. to develop program of volunteer-led programming (1.3-1.4)[ ] Develop schedule, secure presenters/hike leaders for upcoming T&T event (6.1)

Land Conservation[ ] Quarterly briefing of FSC Board re: status of each SCSP/SLAC-approved parcel

Strategic Planning[ ] 5-Year Plan Review & Update (draft)

Trails[ ] Establish “Trail Hotline” for Mgrs., Rangers, Trail Friends & Crew to report issues (1.3)[ ] w/Park Mgrs., set priorities establish ongoing plan for boundary marking (2.4 initial)[ ] Distribute boundary marking (surveyor) RFPs; price boundary mat’ls (2.2 & 2.5 initial)[ ] w/Devt Ctte, pursue funding for professional trail crews (4.4)[ ] Circulate RFP to mechanized equip providers, obtain bids (4.7-4.8)[ ] Research & develop roadway signage plan (items 4.15 thru 4.18) (action: 4.19a)[ ] Roll out deployment of remaining trail mileage wayfinding markers (5.4)[ ] Identify needs for additional trail wayfinding/safety signage (5.5a)

Volunteer Resources[ ] Identify persons who can recruit and interact with volunteers (1.3)[ ] Develop database of volunteer interests and needs; match to FSC vol needs (1.6)[ ] Interact w/TNP Coordinator to inform TNP students about FSC volunteer opps (3.1-3.3)

30–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––

1Q 2021 (by Apr 2021 Board meeting)Executive

[ ] Working w/Park Mgrs., identify potential candidates to serve as FSC Advocates (1.2-1.3)Finance

[ ] Maintain bookkeeping and accounting operations; prepare financials for Board Communications

[ ] Engage volunteers to gather photos/videos to illustrate core Outreach messages (1.3)[ ] Produce message content to support FSC Advocate delivery of Outreach messages (1.4)[ ] Publish (online) multi-day Itinerary Matrix for visitor planning (3.2)[ ] Develop web content & videos for add’l interpretive topics (4.4)[ ] Coordinate w/Park Mgrs on production & install of new ext. signs at Visitor Center (9.4)

Development[ ] Manage event prep & logistics for Gala (7.1)[ ] Update annual Development planning document

Education[ ] Manage event prep & logistics for T&T (6.1)

Land Conservation[ ] Quarterly briefing of FSC Board re: status of each SCSP/SLAC-approved parcel

Strategic Planning[ ] 5-Year Plan Update Adoption by FSC Board

Trails[ ] Annual offering of chainsaw certification pgm. to assist SCSP Staff & Rangers (1.1-1.2)[ ] w/Mgrs., select & schedule surveyor, and begin ongoing program per schedule (2.3)[ ] w/Mgrs, select & schedule professional trail crews (4.5)[ ] Working w/Devt, obtain funding for, and acquire, mechanized equip (4.9)[ ] Develop engagement plan for activity-specific user groups (6.1)[ ] Working w/Devt, obtain funding (if needed) for roadway signage production (4.19b)

Volunteer Resources[ ] Begin working with other FSC Ctte Chairs to inventory certificated vol. positions (1.9)[ ] Interact w/TNP Coordinator to inform TNP students about FSC volunteer opps (3.1-3.3)

–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––2Q 2021 (by Aug 2021 Board meeting)Executive

[ ] Approach, engage and brief and equip potential candidates w/core message mat’ls. (1.4)Finance

[ ] Maintain bookkeeping and accounting operations; prepare financials for Board Communications

[ ] Production and installation of add’l interpretive signage (if SCCF grant is approved) (4.5)Development

[ ] Develop & implement prioritized/directed giving campaign (like ’Zion Forever’) (2.1-2.3)Education

[ ] Coord. w/local schools to develop/deliver age-appropriate, curriculum-based pgms (1.5)

31[ ] Coord. w/State of TN to develop curriculum in sync with TDEC’s “P.I.E.” program (2.1)[ ] Develop plan for expanding 4th/5th grade field trips to include more school systems (3.2)[ ] Create public-facing ‘brand’ for FSC’s education program delivery team (1.6)

Land Conservation[ ] Quarterly briefing of FSC Board re: status of each SCSP/SLAC-approved parcel

Trails[ ] Annual offering of Trail Master certification pgm. to enable add’l TrailTeam leads (1.1-1.2)[ ] Develop training program for Rangers and volunteers to use mechanized equip (4.10)[ ] Deploy TrailTeam &/or professionals w/emphasis on trails in upper Fiery Gizzard (3.4)[ ] Roll out engagement campaign for activity-specific user groups (6.2)[ ] Engage TDOT or other provider to produce & install roadway signage (4.19c)

Volunteer Resources[ ] Host the final Tennessee Naturalist class, to recruit TNPs as FSC volunteers (3.4)

–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––3Q 2021 (by Oct 2021 Board meeting)Executive

[ ] Roll out “FSC Advocates” program and begin approaching targeted audiences (1.5)Finance

[ ] Maintain bookkeeping and accounting operations; prepare financials for Board Communications

[ ]Development

[ ] Identify/implement ways to better use NEON, Giving Tuesday, Big Payback, etc (4.1-4.4)Education

[ ]Land Conservation

[ ] Quarterly briefing of FSC Board re: status of each SCSP/SLAC-approved parcelStrategic Planning

[ ] 5-Year Plan Review & Update (committee input)Trails

[ ] Deploy additional trail wayfinding/safety signage as needed (5.5b)Volunteer Resources

[ ] Interact w/TNP Coordinator to inform TNP students about FSC volunteer opps (3.1-3.3)[ ] conduct [first] annual Volunteer Appreciation Event (1.8)

–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––4Q 2021 (by Jan 2022 Board meeting)Executive

[ ]Finance

[ ] Maintain bookkeeping and accounting operations; prepare financials for Board Communications

[ ] Repurpose content developed for FSC Advocates to use in the local community (5.1)[ ] Coordinate w/Education Ctte re: TN curriculum for K-12 content, for field trips (8.1)

32Development

[ ] Set up and test online registration forms for upcoming Gala and T&T events (7.1)[ ] Secure sponsors for upcoming Wild Azalea Gala and Trails & Trilliums events (7.2)

Education[ ] Develop and maintain approved point-of-contact with Park for better coordination (1.8)[ ] Develop database of educational programming avail. in Park, w/age & group criteria (1.7)[ ] Develop educational programming curriculum for other K-12 grade levels (3.3)[ ] Develop schedule, secure presenters/hike leaders for upcoming T&T event (6.1)

Land[ ] Quarterly briefing of FSC Board re: status of each SCSP/SLAC-approved parcel

Strategic Planning[ ] 5-Year Plan Review & Update (draft)

Trails[ ] Deploy Trail Team &/or professionals w/emphasis on trail needs in Collins Gulf (3.5)

Volunteer Resources[ ] Interact w/TNP Coordinator to inform TNP students about FSC volunteer opps (3.1-3.3)

–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––1Q 2022 (by Apr 2022 Board meeting)

Executive[ ]

Finance[ ] Maintain bookkeeping and accounting operations; prepare financials for Board

Communications[ ] Roll out content developed for FSC Advocates to use in the local community (5.2)[ ] Assist Education in producing self-guided activity kits (“Purple Backpacks”) (8.1)

Development[ ] Manage event prep & logistics for Gala (7.1)[ ] Update annual Development planning document

Education[ ] Manage event prep & logistics for T&T (6.1)[ ] Recruit educational program delivery volunteers (1.9)[ ] Develop database of educational program delivery volunteers (1.10)[ ] Develop/produce self-guided activity kits (“Purple Backpacks”), available at VC (4.1-4.3)

Land Conservation[ ] Quarterly briefing of FSC Board re: status of each SCSP/SLAC-approved parcel

Strategic Planning[ ] 5-Year Plan Update Adoption by FSC Board

Trails[ ] Annual offering of chainsaw certification pgm. to assist SCSP Staff & Rangers (1.1-1.2)[ ] w/Mgrs., select & schedule annual boundary marking priorities & engage surveyor (2.3)

Volunteer Resources[ ] Interact w/TNP Coordinator to inform TNP students about FSC volunteer opps (3.1-3.3)

–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––

332Q 2022 (by Aug 2022 Board meeting)Executive

[ ]Finance

[ ] Maintain bookkeeping and accounting operations; prepare financials for Board Communications

[ ]Development

[ ]Education

[ ] Initial training session for first ‘class’ of educational program delivery volunteers (1.11)[ ] Designation of educational program delivery volunteers as ‘leads’ or ‘assistants’ (1.13)

Land Conservation[ ] Quarterly briefing of FSC Board re: status of each SCSP/SLAC-approved parcel

Strategic Planning[ ]

Trails[ ] Annual offering of Trail Master certification pgm. to enable add’l TrailTeam leads (1.1-1.2)[ ] Deploy Trail Team &/or professionals w/emphasis on trail needs in Grundy Forest (3.5)

Volunteer Resources[ ] Host the final Tennessee Naturalist class, to recruit TNPs as FSC volunteers (3.4)

––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––3Q 2022 (by Oct 2022 Board meeting)Executive

[ ]Finance

[ ] Maintain bookkeeping and accounting operations; prepare financials for Board Communications

[ ] Develop program to assist other FSC Committees with their messaging needs (6.1)Development

[ ]Education

[ ]Land Conservation

[ ] Quarterly briefing of FSC Board re: status of each SCSP/SLAC-approved parcelStrategic Planning

[ ] 5-Year Plan Review & Update (committee input)Trails

[ ] Deploy additional trail wayfinding/safety signage as needed (5.5b)[ ] Replace Savage Creek trail bridge (3.6)

Volunteer Resources[ ] Interact w/TNP Coordinator to inform TNP students about FSC volunteer opps (3.1-3.3)[ ] conduct annual Volunteer Appreciation Event (1.8)

34–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––4Q 2022 (by Jan 2023 Board meeting)Executive

[ ]Finance

[ ] Maintain bookkeeping and accounting operations; prepare financials for Board Communications

[ ] Roll out program to assist other FSC Committees with their messaging needs (6.2)[ ] Coordinate with State re: school curriculum, in prep for developing YFC site (8.1)

Development[ ] Set up and test online registration forms for upcoming Gala and T&T events (7.1)[ ] Secure sponsors for upcoming Wild Azalea Gala and Trails & Trilliums events (7.2)

Education[ ] Schedule & begin implementing expanded K-12 educational pgms w/area schools (3.4)[ ] Develop schedule, secure presenters/hike leaders for upcoming T&T event (6.1)

Land Conservation[ ] Quarterly briefing of FSC Board re: status of each SCSP/SLAC-approved parcel

Strategic Planning[ ] 5-Year Plan Review & Update (draft)

Trails[ ] Deploy Trail Team &/or professionals w/emphasis on trail needs in Savage Gulf (3.5)

Volunteer Resources[ ] Interact w/TNP Coordinator to inform TNP students about FSC volunteer opps (3.1-3.3)

–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––1Q 2023 (by Apr 2023 Board meeting)Executive

[ ]Finance

[ ] Maintain bookkeeping and accounting operations; prepare financials for Board Communications

[ ]Development

[ ] Manage event prep & logistics for Gala (7.1)[ ] Update annual Development planning document

Education[ ] Manage event prep & logistics for T&T (6.1)

Land Conservation[ ] Quarterly briefing of FSC Board re: status of each SCSP/SLAC-approved parcel

Strategic Planning[ ] 5-Year Plan Update Adoption by FSC Board

Trails[ ] Annual offering of chainsaw certification pgm. to assist SCSP Staff & Rangers (1.1-1.2)[ ] w/Mgrs., select & schedule annual boundary marking priorities & engage surveyor (2.3)

35Volunteer Resources

[ ] Interact w/TNP Coordinator to inform TNP students about FSC volunteer opps (3.1-3.3)–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––2Q 2023 (by Aug 2023 Board meeting)Executive

[ ]Finance

[ ] Maintain bookkeeping and accounting operations; prepare financials for Board Communications

[ ] w/Education Ctte, develop content for YFC (“young families w/children”) website (8.2)Development

[ ]Education

[ ] w/Communications, inform area school groups about how to schedule a Park visit (5.1a)Land Conservation

[ ] Quarterly briefing of FSC Board re: status of each SCSP/SLAC-approved parcelTrails

[ ] Annual offering of Trail Master certification pgm. to enable add’l TrailTeam leads (1.1-1.2)[ ] Deploy TrailTeam &/or professionals w/cont’d emphasis on trail needs in Savage Gulf (3.5)

Volunteer Resources[ ] Host the final Tennessee Naturalist class, to recruit TNPs as FSC volunteers (3.4)

–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––3Q 2023 (by Oct 2023 Board meeting)Executive

[ ]Finance

[ ] Maintain bookkeeping and accounting operations; prepare financials for Board Communications

[ ] Create content and load for new YFC (“young families w/children”) website (8.4)Development

[ ]Education

[ ] w/Communications, develop content for YFC (“young families w/children”) website (5.1b)Land Conservation

[ ] Quarterly briefing of FSC Board re: status of each SCSP/SLAC-approved parcelStrategic Planning

[ ] 5-Year Plan Review & Update (committee input)Trails

[ ] Deploy additional trail wayfinding/safety signage as needed (5.5b)Volunteer Resources

[ ] Interact w/TNP Coordinator to inform TNP students about FSC volunteer opps (3.1-3.3)[ ] conduct annual Volunteer Appreciation Event (1.8)

36–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––

4Q 2023 (by Jan 2024 Board meeting)Executive

[ ]Finance

[ ] Maintain bookkeeping and accounting operations; prepare financials for Board Communications

[ ] Launch & promote new YFC (“young families w/children”) website (8.5)Development

[ ] Set up and test online registration forms for upcoming Gala and T&T events (7.1)[ ] Secure sponsors for upcoming Wild Azalea Gala and Trails & Trilliums events (7.2)

Education[ ] Develop contact list and promote availability of YFC website to area schools (5.2-5.3)[ ] Develop schedule, secure presenters/hike leaders for upcoming T&T event (6.1)

Land Conservation[ ] Quarterly briefing of FSC Board re: status of each SCSP/SLAC-approved parcel

Strategic Planning[ ] 5-Year Plan Review & Update (draft)

Trails[ ] Deploy Trail Team &/or professionals w/emphasis on trail needs, area TBD (3.5)

Volunteer Resources[ ] Interact w/TNP Coordinator to inform TNP students about FSC volunteer opps (3.1-3.3)

–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––1Q 2024 (by Apr 2024 Board meeting)Executive

[ ]Finance

[ ] Maintain bookkeeping and accounting operations; prepare financials for Board Communications

[ ]Development

[ ] Manage event prep & logistics for Gala (7.1)[ ] Update annual Development planning document

Education[ ] Manage event prep & logistics for T&T (6.1)

Land Conservation[ ] Quarterly briefing of FSC Board re: status of each SCSP/SLAC-approved parcel

Strategic Planning[ ] 5-Year Plan Update Adoption by FSC Board

Trails[ ] Annual offering of chainsaw certification pgm. to assist SCSP Staff & Rangers (1.1-1.2)[ ] w/Mgrs., select & schedule annual boundary marking priorities & engage surveyor (2.3)

37Volunteer Resources

[ ] Interact w/TNP Coordinator to inform TNP students about FSC volunteer opps (3.1-3.3)–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––2Q 2024 (by Aug 2024 Board meeting)Executive

[ ]Finance

[ ] Maintain bookkeeping and accounting operations; prepare financials for Board Communications

[ ]Development

[ ]Education

[ ]Land Conservation

[ ] Quarterly briefing of FSC Board re: status of each SCSP/SLAC-approved parcelTrails

[ ] Annual offering of Trail Master certification pgm. to enable add’l TrailTeam leads (1.1-1.2)[ ] Deploy Trail Team &/or professionals w/emphasis on trail needs, area TBD (3.5)

Volunteer Resources[ ] Host the final Tennessee Naturalist class, to recruit TNPs as FSC volunteers (3.4)

–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––3Q 2024 (by Oct 2024 Board meeting)Executive

[ ]Finance

[ ] Maintain bookkeeping and accounting operations; prepare financials for Board Communications

[ ]Development

[ ]Education

[ ]Land Conservation

[ ] Quarterly briefing of FSC Board re: status of each SCSP/SLAC-approved parcelStrategic Planning

[ ] NEW 5-Year-Plan for 2025-2030 (committee input)Trails

[ ] Deploy additional trail wayfinding/safety signage as needed (5.5b)[ ] Replace suspension trail bridge in greatest need (3.6)

Volunteer Resources[ ] Interact w/TNP Coordinator to inform TNP students about FSC volunteer opps (3.1-3.3)[ ] conduct annual Volunteer Appreciation Event (1.8)

38–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––4Q 2024 (by Jan 2025 Board meeting)Executive

[ ]Finance

[ ] Maintain bookkeeping and accounting operations; prepare financials for Board Communications

[ ]Development

[ ] Set up and test online registration forms for upcoming Gala and T&T events (7.1)[ ] Secure sponsors for upcoming Wild Azalea Gala and Trails & Trilliums events (7.2)

Education[ ] Develop schedule, secure presenters/hike leaders for upcoming T&T event (6.1)

Land Conservation[ ] Quarterly briefing of FSC Board re: status of each SCSP/SLAC-approved parcel

Strategic Planning[ ] NEW 5-Year-Plan for 2025-2030 (draft)

Trails[ ] Deploy Trail Team &/or professionals w/emphasis on trail needs, area TBD (3.5)

Volunteer Resources[ ] Interact w/TNP Coordinator to inform TNP students about FSC volunteer opps (3.1-3.3)

–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––1Q 2025 (by Apr 2025 Board meeting)Executive

[ ]Finance

[ ] Maintain bookkeeping and accounting operations; prepare financials for Board Communications

[ ]Development

[ ] Manage event prep & logistics for Gala (7.1)[ ] Update annual Development planning document

Education[ ] Manage event prep & logistics for T&T (6.1)

Land Conservation[ ] Quarterly briefing of FSC Board re: status of each SCSP/SLAC-approved parcel

Strategic Planning[ ] NEW 5-Year-Plan for 2025-2030 (adoption by FSC Board)

Trails[ ] Annual offering of chainsaw certification pgm. to assist SCSP Staff & Rangers (1.1-1.2)[ ] w/Mgrs., select & schedule annual boundary marking priorities & engage surveyor (2.3)

Volunteer Resources[ ] Interact w/TNP Coordinator to inform TNP students about FSC volunteer opps (3.1-3.3)

39–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––2Q 2025 (by Aug 2025 Board meeting)Executive

[ ]Finance

[ ] Maintain bookkeeping and accounting operations; prepare financials for Board Communications

[ ]Development

[ ]Education

[ ]Land Conservation

[ ] Quarterly briefing of FSC Board re: status of each SCSP/SLAC-approved parcelTrails

[ ] Annual offering of Trail Master certification pgm. to enable add’l TrailTeam leads (1.1-1.2)[ ] Deploy Trail Team &/or professionals w/emphasis on trail needs, area TBD (3.5)

Volunteer Resources[ ] Host the final Tennessee Naturalist class, to recruit TNPs as FSC volunteers (3.4)

–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––

ONGOING (beginning 3Q 2020 and as needed, going forward)Executive

[ ] Work w/Educ. & Dev’t Cttes to insure that event operations manuals are updated (2.3)[ ] Work w/FSC Chairs to implement “2-deep leadership” and succession planning (3.3)[ ] Review succession planning status of each top-tier FSC Ctte & remedy deficiencies (3.4)

Finance[ ] Support efforts of Dev’t and Volunteer Cttes to maximize fundraising & engagement (1.x)

Communications[ ] Execute established communications program (7.1)[ ] Engage public & vol’s to help gather photo/video content for use in Comms effort (7.2)

Development[ ] Continue to be alert for new funding sources (esp. regional/national level) (1.2 extended)[ ] Continue to monitor all FSC Ctte grant funding needs; find best match & apply (2.1 ext’d)

Education[ ] Ongoing program of training for educational programming delivery volunteers (1.12)[ ] Ongoing coordination w/Park Mgrs to assure educ. pgmg. meets the Park’s needs (1.14)[ ] Continue offering 4th & 5th grade field trips/hikes (3.1)[ ] Continue offering T&T annually (6.2a)[ ] Maintain and update Operating Manual for T&T annually (6.2b)

Land Conservation[ ] Ongoing work w/Conservation Partners to get commitments on SLAC-approved parcels[ ] Quarterly briefing of FSC Board re: status of each SCSP/SLAC-approved parcel

40Strategic Planning

[ ] Continue quarterly review of Committees’ attainment with 5-Year-Plan implementationTrails

[ ] Ongoing program: Informing VR & Comm Ctte about upcoming opportunities (7.1-7.2)[ ] Working with Park Mgrs., prioritize and monitor boundary marking work & mat’ls (2.4-2.5)[ ] Working with Park Mgrs., review progress and update Trail Plan; report to Board (3.3)[ ] Work Closely with Development to secure funding for Trails projects as needed (3.8)

Volunteer Resources[ ] Urgent need to build VR Ctte, with proficiencies in volunteer relations, software, etc.[ ] Continue working with other FSC Ctte Chairs to inventory certificated vol. positions (1.9)[ ] Continue implementation of TrailFriends pgm. to encourage Park Visitor safety (III.a.1.1)[ ] Continue to implement & improve TrailFriends training & certification process (III.a.2.2)[ ] Continue to implement & improve TrailFriends scheduling & post-shift tracking (III.a.2.3)[ ] Continue to improve & streamline TrailFriends communication w/Park Staff (III.a.2.4)[ ] Continuing facilitation of communication between TrailFriends & other Cttes (III.a.3.1)

FSC COMMITTEE BUDGETING BENCHMARKS Executive Finance Education Land Strategic Trails

Executive

[ ] With Education, create operating manual for T&T (2.1) [ ] With Development, create operating manual for Gala (2.2) [ ] Draft a Succession Plan for the FSC organization (3.1)Finance

see 'Ongoing'

Communications

[ ] w/SCSP, identify core Outreach messages (1.1) [ ] w/SCSP, develop ‘Park Smarts’ message topics (2.1) [ ] w/SCSP, develop topics for add’l interpretive signs (4.1-4.2) TBD [ ] w/SCSP, develop exterior info signs at Visitor Ctr. (9.1-9.2) TBD [ ] w/SCSP, develop “seasonal” activity messaging (10.1)Development

[ ] Develop regional/national funding sources (1.1 to 1.4) [ ] Member/donor acquisition/retention plan (3.1-3.5 & 4.1-4.4) [ ] Member/donor data quality improvement processes (3.6) TBDEducation

[ ] with Executive Ctte, develop operating manual for T&T (6.1) [ ] Get better pre/post data about T&T attendees (6.3, 6.4, 6.5)

1,000Land Conservation

[ ] Implement adopted Land Acquisition Policy (“LAP”) (1.1-1.3) TBD [ ] Consult w/SCSP to determine approved parcels (2.1) [ ] Consult w/SCSP to ID parcels for ROWs/easements (3.1)

[ ] Present parcel list/CP commitments to SLAC (2.4-2.5 & 3.3) [ ] Brief Board re: status of SCSP/SLAC-approved parcels (2.6)Strategic Planning

[ ] 5-Year Plan Review & Update (committee input)Trails

[ ] w/SCSP, create chainsaw certification training (1.1-1.2) 1,500 [ ] Replace Fiery Gizzard trail bridge over Little Gizzard Ck (3.6) 59,765 [ ] w/SCSP, develop boundary-marking needs (2.1) [ ] w/SCSP, determine need for ArcGIS license (3.1) [ ] w/SCSP, develop trail plan and prioritize projects (3.2)

5,000 [ ] Scope need for mechanized equipment acquisition (4.6-4.7)

[ ] Acquire and deploy wayfinding mileage markers (5.1-5.2) 1,500Volunteer Resources

[ ] Develop framework/manual for new RTRR program (1.1-1.2) 200 [ ] Integrate VolunteerLocal into volunteer processes (1.4-1.5)

––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––Totals, 3Q 2020 or earlier $ 0 $ 0 $ 0 $ 0 $ 1,000 $ 0 $ 0 $ 67,965 $ 0

Executive Finance Education Land Strategic Trails Volunteers

Executive

[ ] Identify core Outreach audiences & messages (1.1) [ ] Submit draft succession plan to FSC Board (3.2)Finance

[ ] Maintain finance operations; prep reports for Board (1.1) see 'Ongoing'

Communications

[ ] w/Exec Ctte, define FSC position on Outreach issues (1.2) [ ] Roll out 'Park Smarts' campaign to public (2.2) [ ] w/SCSP, develop multi-day Visitor Itinerary Matrix (3.1) [ ] Develop layouts for add’l interpretive signage (4.3) TBD [ ] Create RFP/get bids for new exterior signs at VC (9.3) [ ] Begin roll-out of seasonal activity & safety messages (10.2)Development

[ ] Secure sponsors for upcoming Gala and T&T events (7.2)Education

Land Conservation

[ ] Brief Board re: status of SCSP/SLAC-approved parcels (2.6)Strategic Planning

[ ] 5-Year Plan Review & Update (draft)Trails

[ ] w/SCSP, establish “Trail Hotline” to report issues (1.3) 800

[ ] Issue boundary survey RFP; obtain bids (2.2 & 2.5 initial) [ ] w/Devt Ctte, pursue funding for professional trail crews (4.4) [ ] Issue mechanized equipment RFP, obtain bids (4.7-4.8)

[ ] Deploy remaining trail mileage wayfinding markers (5.4) 1,200 [ ] ID needs for additional trail wayfinding/safety signage (5.5a)Volunteer Resources

[ ] Identify volunteer recruitment personnel (1.3)

Commctns DevelopmtPg 41

Volunteers

3Q 2020 OR EARLIER (by Oct 2020 Board meeting)

[ ] Maintain fiscal ops; prep reports for Board (1.1; also see 'Ongoing')

[ ] Resume annual Hike Challenge (9.1) (line item is for shirts)

[ ] Engage conservation partners re: land acquisition (2.2-2.3&3.2)

[ ] w/SCSP, develop pro crew plan for Shady Valley (4.2-4.3)

[ ] Develop req'mts for structure remediation (4.12 thru 4.14)

[ ] Inform TNP students about FSC volunteer opps (3.1-3.3)

Commctns Developmt

4Q 2020 (by Jan 2021 Board meeting)

[ ] w/Comm'ctns, begin promoting Development events (5.1-5.3)

[ ] Set up/test online registration for upcoming Gala & T&T (7.1)

[ ] Develop volunteer-led programming initiative @ SCSP (1.2)

[ ] w/SCSP, implement volunteer-led prgraming initiative (1.3-1.4)

[ ] Secure & schedule presenters & hike leaders for T&T (6.1)

[ ] w/SCSP, establish ongoing plan for boundary marking (2.4)

[ ] Research & develop highway signage plan (4.15-4.18 & 4.19a)

[ ] Develop database of volunteer interests; match to needs (1.6)

[ ] Inform TNP students about FSC volunteer opps (3.1-3.3)

–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––Totals, 4Q 2020 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 2,000 $ 0

Executive Finance Education Land Strategic Trails Volunteers

Executive

Finance

[ ] Maintain finance operations; prep reports for Board (1.1) see 'Ongoing'

Communications

[ ] Produce FSC Advocate delivery of Outreach messages (1.4) [ ] Publish (online) multi-day Visitor Itinerary Matrix (3.2) [ ] Develop web content/videos for add’l interpretive topics (4.4) TBD

TBDDevelopment

[ ] Manage event prep & logistics for Gala (7.1) see 'Ongoing'

[ ] Update annual Development planning documentEducation

[ ] Manage event prep & logistics for T&T (6.1) see 'Ongoing'

Land Conservation

[ ] Brief Board re: status of SCSP/SLAC-approved parcels (2.6)Strategic Planning

[ ] 5-Year Plan Update Adoption by FSC BoardTrails

[ ] w/SCSP, annual chainsaw certification training (for 10) (1.2) 1,500 [ ] w/SCSP, prioritize/schedule boundary surveys (4 mi.) (2.3) 16,000 [ ] w/SCSP, select & schedule professional trail crews (4.5) TBD

15,000

250

Volunteer Resources

–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––Totals, 1Q 2021 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 32,750 $ 0

Executive Finance Education Land Strategic Trails Volunteers

Executive

[ ] Engage & brief 'FSC Advocates' about core messages (1.4)Finance

[ ] Maintain finance operations; prep reports for Board (1.1) see 'Ongoing'

Communications

[ ] Produce & install additionalSCSP interpretive signage (4.5) 9,900Development

Education

[ ] w/TDEC, develop curriculum in sync w/ “P.I.E.” program (2.1)

[ ] Create ‘brand’ for FSC Education Pgm Delivery Team (1.6)Land Conservation

[ ] Brief Board re: status of SCSP/SLAC-approved parcels (2.6)Strategic Planning

[ ] Trails

[ ] w/SCSP, annual Trail Master certification training (for 4) (1.2) 2,000 [ ] 1.5 mi trail rebuild, w/emphasis in Grundy Forest (3.4a) 60,000 [ ] Mechanized equip training for Rangers/Vols (for 3) (4.10) 1,500 [ ] Engagement program for activity-specific user groups (6.2)

TBDVolunteer Resources

600

–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––Totals, 2Q 2021 $ 0 $ 0 $ 9,900 $ 0 $ 0 $ 0 $ 0 $ 63,500 $ 600

Executive Finance Education Land Strategic Trails Volunteers

Executive

Finance

[ ] Maintain finance operations; prep reports for Board (1.1) see 'Ongoing'

Communications

[ ] Development

Education

[ ] Land Conservation

[ ] Brief Board re: status of SCSP/SLAC-approved parcels (2.6)

[ ] 5-Year Plan Review & Update (committee input)Trails

600

[ ] conduct [first] annual Volunteer Appreciation Event (1.8) 500

––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––

Commctns Developmt

1Q 2021 (by Apr 2021 Board meeting)

[ ] w/SCSP, ID potential candidates as FSC Advocates (1.2-1.3)

[ ] Engage volunteers to get photos for Outreach messages (1.3)

[ ] w/SCSP, coordinate production/install of ext. signs at VC (9.4)

[ ] w/Devt, obtain funding & acquire mechanized equipmt (4.9)

[ ] Develop engagement plan for activity-specific user groups (6.1)

[ ] w/Devt, pursue funding for highway signage production (4.19b)

[ ] w/other Ctte Chairs, ID possible certificated vol. positions (1.9)

[ ] Inform TNP students about FSC volunteer opps (3.1-3.3)

Commctns Developmt

2Q 2021 (by Aug 2021 Board meeting)

[ ] Implement directed giving campaign (eg ’ZionForever’) (2.1-2.3)

[ ] w/local schools, develop age- & curriculum- based pgms (1.5)

[ ] Develop plan to expand 4th/5th field trips to more schools (3.2)

[ ] Engage TDOT/other to produce/install highway signage (4.19c)

[ ] Host final TN Naturalist class, recruit TNPs as volunteers (3.4)

Commctns Developmt

3Q 2021 (by Oct 2021 Board meeting)

[ ] Deploy “FSC Advocates” pgm; approach target audiences (1.5)

[ ] ID ways to better use NEON, GivingTuesday, BigPayback (4.1-4.4)

Strategic Planning

[ ] Deploy addtl. trail wayfinding/safety signage as needed (5.5b)

Volunteer Resources [ ] Inform TNP students about FSC volunteer opps (3.1-3.3)

Totals, 3Q 2021 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 600 $ 500Executive Finance Education Land Strategic Trails Volunteers

Executive

[ ] Finance

[ ] Maintain finance operations; prep reports for Board (1.1) see 'Ongoing'

Communications

[ ] Edit 'FSC Advocate' content to use in local community (5.1)TBD

Development

[ ] Set up/test online registration for upcoming Gala & T&T (7.1) [ ] Secure sponsors for upcoming Gala and T&T events (7.2)Education

[ ] Develop and maintain approved SCSP point-of-contact (1.8)TBDTBD

[ ] Secure sponsors for upcoming Gala and T&T events (7.2)Land

[ ] Brief Board re: status of SCSP/SLAC-approved parcels (2.6)Strategic Planning

[ ] 5-Year Plan Review & Update (draft)Trails

[ ] 1.5 mi trail rebuild, w/emphasis on needs in Fiery Gizzard (3.5) 60,000Volunteer Resources

–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––Totals, 4Q 2021 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 60,000 $ 0

Executive Finance Education Land Strategic Trails Volunteers

Executive

[ ] Finance

[ ] Maintain finance operations; prep reports for Board (1.1) see 'Ongoing'

Communications

[ ] w/Education Ctte, develop self-guided activity kit content (8.1)Development

[ ] Manage event prep & logistics for Gala (7.1) see 'Ongoing'

[ ] Update annual Development planning documentEducation

[ ] Manage event prep & logistics for T&T (6.1) see 'Ongoing'

[ ] Recruit educational program delivery volunteers (1.9)

200

500Land Conservation

[ ] Brief Board re: status of SCSP/SLAC-approved parcels (2.6)Strategic Planning

[ ] 5-Year Plan Update Adoption by FSC BoardTrails

[ ] w/SCSP, annual chainsaw certification training (for 10) (1.2) 1,500 [ ] w/SCSP, prioritize/schedule boundary surveys (4 mi.) (2.3) 16,000Volunteer Resources

–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––Totals, 1Q 2022 $ 0 $ 0 $ 0 $ 0 $ 700 $ 0 $ 0 $ 17,500 $ 0

Executive Finance Education Land Strategic Trails Volunteers

Executive

[ ] Finance

[ ] Maintain finance operations; prep reports for Board (1.1) see 'Ongoing'

Communications

[ ] Development

[ ] Education

[ ] Initial training for FSC Education Pgm Delivery Team (1.11) 350

Land Conservation

[ ] Brief Board re: status of SCSP/SLAC-approved parcels (2.6)Strategic Planning

[ ] Trails

[ ] w/SCSP, annual Trail Master certification training (for 4) (1.2) 2,000 [ ] 1.5 mi trail rebuild, w/emphasis on needs in Collins Gulf (3.5) 60,000Volunteer Resources

600

–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––Totals, 2Q 2022 $ 0 $ 0 $ 0 $ 0 $ 350 $ 0 $ 0 $ 62,000 $ 600

Executive Finance Education Land Strategic Trails Volunteers

Executive

[ ] Finance

[ ] Maintain finance operations; prep reports for Board (1.1) see 'Ongoing'

Commctns Developmt

4Q 2021 (by Jan 2022 Board meeting)

[ ] w/Educ Ctte/TDEC, develop K-12 field trip pgm content (8.1)

[ ] w/Comm Ctte/TDEC, develop K-12 field trip pgm content (3.3) [ ] Create database of pgms (by age/group) avail. to SCSP (1.7)

[ ] Inform TNP students about FSC volunteer opps (3.1-3.3)

Commctns Developmt

1Q 2022 (by Apr 2022 Board meeting)

[ ] Deploy 'FSC Advocate' content to use in local community (5.2)

[ ] Build database of Eductn. Pgm Delivery Team volunteers (1.10)

[ ] w/Comm Ctte, develop self-guided activity kit content (4.1-4.3)

[ ] Inform TNP students about FSC volunteer opps (3.1-3.3)

Commctns Developmt

2Q 2022 (by Aug 2022 Board meeting)

[ ] Designate Educ Pgm Delivery Team as ‘leads’ or ‘assists’ (1.13)

[ ] Host final TN Naturalist class, recruit TNPs as volunteers (3.4)

Commctns Developmt

3Q 2022 (by Oct 2022 Board meeting)

Communications

Development

[ ] Education

[ ] Land Conservation

[ ] Brief Board re: status of SCSP/SLAC-approved parcels (2.6)Strategic Planning

[ ] 5-Year Plan Review & Update (committee input)Trails

600 [ ] Replace Savage Creek trail bridge (3.6) 59,765Volunteer Resources

[ ] conduct annual Volunteer Appreciation Event (1.8) 500

–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––Totals, 3Q 2022 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 60,365 $ 500

Executive Finance Education Land Strategic Trails Volunteers

Executive

[ ] Finance

[ ] Maintain finance operations; prep reports for Board (1.1) see 'Ongoing'

Communications

TBD [ ] w/TDEC & Educ: Prep curriculum for new YFC website (8.1)Development

[ ] Set up/test online registration for upcoming Gala & T&T (7.1) [ ] Secure sponsors for upcoming Gala and T&T events (7.2)Education

TBD [ ] Secure sponsors for upcoming Gala and T&T events (7.2)Land Conservation

[ ] Brief Board re: status of SCSP/SLAC-approved parcels (2.6)Strategic Planning

[ ] 5-Year Plan Review & Update (draft)Trails

[ ] 1.5 mi trail rebuild, w/emphasis on needs in Savage Gulf (3.5) 60,000Volunteer Resources

–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––Totals, 4Q 2022 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 60,000 $ 0

Executive Finance Education Land Strategic Trails Volunteers

Executive

[ ] Finance

[ ] Maintain finance operations; prep reports for Board (1.1) see 'Ongoing'

Communications

[ ] Development

[ ] Manage event prep & logistics for Gala (7.1) see 'Ongoing'

[ ] Update annual Development planning documentEducation

[ ] Manage event prep & logistics for T&T (6.1) see 'Ongoing'

Land Conservation

[ ] Brief Board re: status of SCSP/SLAC-approved parcels (2.6)Strategic Planning

[ ] 5-Year Plan Update Adoption by FSC BoardTrails

[ ] w/SCSP, annual chainsaw certification training (for 10) (1.2) 1,500 [ ] w/SCSP, prioritize/schedule boundary surveys (4 mi.) (2.3) 16,000Volunteer Resources

––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––Totals, 1Q 2023 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 17,500 $ 0

Executive Finance Education Land Strategic Trails Volunteers

Executive

[ ] Finance

[ ] Maintain finance operations; prep reports for Board (1.1) see 'Ongoing'

Communications

[ ] w/TDEC, Educ Ctte, finalize curriculum for YFC website (8.2) TBD

Development

[ ] Education

TBD [ ] w/Comm Ctte, tell schools how to schedule a Park visit (5.1a)Land Conservation

[ ] Brief Board re: status of SCSP/SLAC-approved parcels (2.6)Strategic Planning

[ ] Trails

[ ] Develop ways to assist all FSC Cttes w/messaging needs (6.1)

[ ] Deploy addtl. trail wayfinding/safety signage as needed (5.5b)

[ ] Inform TNP students about FSC volunteer opps (3.1-3.3)

Commctns Developmt

4Q 2022 (by Jan 2023 Board meeting)

[ ] Roll out pgm to assist all FSC Cttes w/messaging needs (6.2)

[ ] Deploy expanded K-12 educational pgms w/area schools (3.4)

[ ] Inform TNP students about FSC volunteer opps (3.1-3.3)

Commctns Developmt

1Q 2023 (by Apr 2023 Board meeting)

[ ] Inform TNP students about FSC volunteer opps (3.1-3.3)

Commctns Developmt

2Q 2023 (by Aug 2023 Board meeting)

[ ] w/Educ Ctte, tell schools how to schedule a Park visit (Ed 5.1a)

[ ] w/TDEC, Comm Ctte, finalize curriculum for YFC website (8.2)

[ ] w/SCSP, annual Trail Master certification training (for 4) (1.2) 2,000 [ ] 1.5 mi trail rebuild, w/continuation on needs Savage Gulf (3.5) 60,000Volunteer Resources

600

––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––Totals, 2Q 2023 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 62,000 $ 600

Executive Finance Education Land Strategic Trails Volunteers

Executive

[ ] Finance

[ ] Maintain finance operations; prep reports for Board (1.1) see 'Ongoing'

Communications

TBDDevelopment

[ ] Education

[ ] w/Comm Ctte, create and load content to YFC website (5.1b) TBDLand Conservation

[ ] Brief Board re: status of SCSP/SLAC-approved parcels (2.6)Strategic Planning

[ ] 5-Year Plan Review & Update (committee input)Trails

600Volunteer Resources

[ ] conduct annual Volunteer Appreciation Event (1.8) 500

––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––Totals, 3Q 2023 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 600 $ 500

Executive Finance Education Land Strategic Trails Volunteers

Executive

[ ] Finance

[ ] Maintain finance operations; prep reports for Board (1.1) see 'Ongoing'

Communications

TBDDevelopment

[ ] Set up/test online registration for upcoming Gala & T&T (7.1) [ ] Secure sponsors for upcoming Gala and T&T events (7.2)Education

[ ] Promote availability of new YFC site to area schools (5.2-5.3) [ ] Secure sponsors for upcoming Gala and T&T events (7.2)Land Conservation

[ ] Brief Board re: status of SCSP/SLAC-approved parcels (2.6)Strategic Planning

[ ] 5-Year Plan Review & Update (draft)Trails

[ ] 1.5 mi trail rebuild, w/emphasis on needs TBD (3.5) 60,000Volunteer Resources

––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––Totals, 4Q 2023 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 60,000 $ 0

Executive Finance Education Land Strategic Trails Volunteers

Executive

[ ] Finance

[ ] Maintain finance operations; prep reports for Board (1.1) see 'Ongoing'

Communications

[ ] Development

[ ] Manage event prep & logistics for Gala (7.1) see 'Ongoing'

[ ] Update annual Development planning documentEducation

[ ] Manage event prep & logistics for T&T (6.1) see 'Ongoing'

Land Conservation

[ ] Brief Board re: status of SCSP/SLAC-approved parcels (2.6)Strategic Planning

[ ] 5-Year Plan Update Adoption by FSC BoardTrails

[ ] w/SCSP, annual chainsaw certification training (for 10) (1.2) 1,500 [ ] w/SCSP, prioritize/schedule boundary surveys (4 mi.) (2.3) 16,000Volunteer Resources

–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––Totals, 1Q 2024 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 17,500 $ 0

Executive Finance Education Land Strategic Trails Volunteers

Executive

[ ] Finance

[ ] Maintain finance operations; prep reports for Board (1.1) see 'Ongoing'

Communications

[ ] Development

[ ] Host final TN Naturalist class, recruit TNPs as volunteers (3.4)

Commctns Developmt

3Q 2023 (by Oct 2023 Board meeting)

[ ] w/Educ Ctte, create and load content to new YFC website (8.4)

[ ] Deploy addtl. trail wayfinding/safety signage as needed (5.5b)

[ ] Inform TNP students about FSC volunteer opps (3.1-3.3)

Commctns Developmt

4Q 2023 (by Jan 2024 Board meeting)

[ ] Launch and promote new YFC website (8.5)

[ ] Inform TNP students about FSC volunteer opps (3.1-3.3)

Commctns Developmt

1Q 2024 (by Apr 2024 Board meeting)

[ ] Inform TNP students about FSC volunteer opps (3.1-3.3)

Commctns Developmt

2Q 2024 (by Aug 2024 Board meeting)

[ ] Education

[ ] Land Conservation

[ ] Brief Board re: status of SCSP/SLAC-approved parcels (2.6)Strategic Planning

[ ] Trails

[ ] w/SCSP, annual Trail Master certification training (for 4) (1.2) 2,000 [ ] 1.5 mi trail rebuild, w/emphasis on needs TBD (3.5) 60,000Volunteer Resources

600

––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––Totals, 2Q 2024 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 62,000 $ 600

Executive Finance Education Land Strategic Trails Volunteers

Executive

[ ] Finance

[ ] Maintain finance operations; prep reports for Board (1.1) see 'Ongoing'

Communications

[ ] Development

[ ] Education

[ ] Land Conservation

[ ] Brief Board re: status of SCSP/SLAC-approved parcels (2.6)Strategic Planning

[ ] NEW 5-Year-Plan for 2025-2030 (committee input)Trails

600 [ ] Replace suspension trail bridge in greatest need (3.6) 59,765Volunteer Resources

[ ] conduct annual Volunteer Appreciation Event (1.8) 500

––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––Totals, 3Q 2024 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 60,365 $ 500

Executive Finance Education Land Strategic Trails Volunteers

Executive

[ ] Finance

[ ] Maintain finance operations; prep reports for Board (1.1) see 'Ongoing'

Communications

[ ] Development

[ ] Set up/test online registration for upcoming Gala & T&T (7.1) [ ] Secure sponsors for upcoming Gala and T&T events (7.2)Education

[ ] Secure sponsors for upcoming Gala and T&T events (7.2)Land Conservation

[ ] Brief Board re: status of SCSP/SLAC-approved parcels (2.6)Strategic Planning

[ ] NEW 5-Year-Plan for 2025-2030 (draft)Trails

[ ] 1.5 mi trail rebuild, w/emphasis on needs TBD (3.5) 60,000Volunteer Resources

––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––Totals, 4Q 2024 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 60,000 $ 0

Executive Finance Education Land Strategic Trails Volunteers

Executive

[ ] Finance

[ ] Maintain finance operations; prep reports for Board (1.1) see 'Ongoing'

Communications

[ ] Development

[ ] Manage event prep & logistics for Gala (7.1) see 'Ongoing'

[ ] Update annual Development planning documentEducation

[ ] Manage event prep & logistics for T&T (6.1) see 'Ongoing'

Land Conservation

[ ] Brief Board re: status of SCSP/SLAC-approved parcels (2.6)Strategic Planning

[ ] NEW 5-Year-Plan for 2025-2030 (adoption by FSC Board)Trails

[ ] w/SCSP, annual chainsaw certification training (for 10) (1.2) 1,500 [ ] w/SCSP, prioritize/schedule boundary surveys (4 mi.) (2.3) 16,000Volunteer Resources

––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––Totals, 1Q 2025 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 17,500 $ 0

Executive Finance Education Land Strategic Trails Volunteers

[ ] Host final TN Naturalist class, recruit TNPs as volunteers (3.4)

Commctns Developmt

3Q 2024 (by Oct 2024 Board meeting)

[ ] Deploy addtl. trail wayfinding/safety signage as needed (5.5b)

[ ] Inform TNP students about FSC volunteer opps (3.1-3.3)

Commctns Developmt

4Q 2024 (by Jan 2025 Board meeting)

[ ] Inform TNP students about FSC volunteer opps (3.1-3.3)

Commctns Developmt

1Q 2025 (by Apr 2025 Board meeting)

[ ] Inform TNP students about FSC volunteer opps (3.1-3.3)

Commctns Developmt

Executive

[ ] Finance

[ ] Maintain finance operations; prep reports for Board (1.1) see 'Ongoing'

Communications

[ ] Development

[ ] Education

[ ] Land Conservation

[ ] Brief Board re: status of SCSP/SLAC-approved parcels (2.6)Strategic Planning

[ ] Trails

[ ] w/SCSP, annual Trail Master certification training for 4 (1.2) 2,000 [ ] 1.5 mi trail rebuild, w/emphasis on needs TBD (3.5) 60,000Volunteer Resources

600

––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––Totals, 2Q 2025 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 62,000 $ 600

Executive Finance Education Land Strategic Trails Volunteers

Executive

[ ] Execute regular FSC operations (w/payroll) @ $19,300/yr 96,500 [ ] Provision of Ranger Discretionary Funds @ $30,000/yr (avg) 150,000

[ ] Work w/FSC Chairs to implement succession plans (3.3)

Finance

43,500

Communications

7,700 [ ] Execute established communications program (7.1) 4,500 [ ] Engage public/vols to share photo content for Comm use (7.2)Development

11,250 [ ] Execute Wild Azalea Gala event @ $20,000/yr 100,000

20,000

Education

16,000 [ ] Execute Trails & Trilliums annual event @ $5000/yr 25,000 [ ] Execute Tennessee Naturalist Program @ $3100/yr 15,500

[ ] Continue offering 4th & 5th grade field trips/hikes (3.1) 11,000 [ ] Continue offering T&T annually (6.2a) [ ] Update Operating Manual for T&T after each event (6.2b)Land Conservation

TBD [ ] Ongoing liaison w/Conservation Partners re: commitments [ ] Brief Board re: status of SCSP/SLAC-approved parcels (2.6)Strategic Planning

[ ] Execute recurring Strategic Planning program ($200 avg/yr) 1,000

Trails

[ ] w/SCSP, continue to monitor boundary marking work (2.4-2.5) TBD [ ] w/SCSP, continue to update Trail Plan; report to Board (3.3) TBD [ ] w/Dev't Ctte, work to secure funding for Trails projects (3.8) TBDVolunteer Resources

3,000 [ ] Urgent need to build VR Ctte, w/need for software skills, etc.

5,000

––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––

$ 246,500 $ 43,500 $ 12,200 $ 131,250 $ 67,500 $ 0 $ 1,000 $ 0 $ 8,000

Executive Finance Education Land Strategic Trails Volunteers

SUBTOTALS BY COMMITTEE, 5-YEAR PERIOD: $ 246,500 $ 43,500 $ 22,100 $ 131,250 $ 69,550 $ 0 $ 1,000 $ 846,145 $ 13,000

GRAND TOTAL, FIVE YEAR PLANNING HORIZON: $ 1,373,045 Average annual total: $ 274,609

2Q 2025 (by Aug 2025 Board meeting)

[ ] Host final TN Naturalist class, recruit TNPs as volunteers (3.4)

Commctns Developmt

ONGOING (beginning 3Q 2020 and as needed)

[ ] Monitor Educ & Devt Cttes re: operations manual updates (2.3)

[ ] Review succession status of all FSC Cttes; fix deficiencies (3.4)

[ ] Execute fiscal operations (incl acctg & banking fees @ $8700/yr)

[ ] Support FSC Cttes' fiscal needs re: fundraising/engagemt (2.1)

[ ] Web domains, Weebly & Flickr software (4 sites @ $385 ea/yr)

[ ] Execute regular Dev't operations (annual campaigns, Annual Mtg, etc.)

[ ] NEON constituent mgmt software, online pmt fees @ $4000/yr

[ ] Monitor for new funding sources at regional/national level (1.2)

[ ] Monitor all Ctte funding needs; ID best grant match; apply (2.1)

[ ] Execute recurring Education pgms (Storybook, Garden, NaturePlay, etc)

[ ] Ongoing training pgm for Education Pgm Delivery Team (1.12)

[ ] Coordinate w/Park Mgrs re: Educational Pgmg relevance (1.14)

[ ] Execute Land Conservation pgm in accordance with LAP

[ ] Quarterly review of FSC Cttes' implementation of 5-Year-Plan

[ ] Alert Vol & Comm Cttes re: Trail Team opportunities (7.1-7.2)

[ ] Volunteer Local software license fee @ $600/yr

[ ] w/other Ctte Chairs, continue ID-ing certificated vol. Opps (1.9)

[ ] Implementing TrailFriends pgm. @ $1000/yr (III.a.1.1)

[ ] Implementing TrailFriends training/certification process (III.a.2.2)

[ ] Implement TrailFriends scheduling & post-shift tracking (III.a.2.3)

[ ] Continue improving TrailFriends communication w/SCSP (III.a.2.4)

[ ] Continue improving TrailFriends communication w/other Cttes (III.a.3.1)

Totals, Ongoing (amount is assumed to be a total for the 5-yr period)

Commctns Developmt

STRATEGIC PLANNING RECOMMENDATIONS 48In the process of gathering identifying challenges and opportunities to inform this plan, FSC’s committees have done a remarkable job of organizing and analyzing a great deal of interdependent information. Inevitably, there have been issues that have “fallen through the cracks” and were not addressed by any of the committees, or issues that were identified as a need by several committees. There are also organizational, structural and policy-related issues identified that did not neatly fall under the auspices of any one committee.As a result, the Strategic Planning Committee offers the following recommendations. SPC respectfully requests FSC leadership discussion and action on each of the following:

INITIAL RECOMMENDATIONS: All initial recommendations adopted by the Board, April 25, 2020

[√ ]1 Adopt the Five-Year Plan, as presented to the Board at its 2Q 2020 meeting

[√ ] 2 Adopt and embrace a policy of quarterly Plan review: Regular attention to the plan’s implementation is essential for success. A summary of where each committee stands on its benchmark items would be a standard part of each committee’s quarterly Report to the Board; a brief review of committee benchmarks would be a standing agenda item for all Board meetings. These processes would be adopted by the Board as policy and standard procedure throughout the five-year implementation of this Plan. {Request from SPC}

[√ ] 3 Designate Strategic Planning as the FSC committee that would “incubate” longer-range initiatives and needs identified by SCSP’s Park Manager, if such items are not clearly within the area of responsibility of any other FSC Committee. Current examples include a new Park entrance on Highway 41, a new Visitor Center and improved parking at Grundy Forest; new satellite Visitor Centers at Savage Gulf Gateway and Sherwood Forest; various spur trails into the Park from the Mountain Goat Trail; and other longer-range objectives, in which FSC can play a useful early-stage exploratory or facilitative role.

SPC’s involvement would be one of fact-finding and strategic process development, in support of the Park Manager’s vision for these longer-range objectives; with the mutual understanding that funding for such projects would typically be the responsibility of other entities, such as governmental or philanthropic institutions, not FSC. {Request from SPC}

[√ ] 4 Endorse retitling of the “Education & Outreach” committee to “Education”, as Outreach would become a separate committee or subcommittee. {Request from E&O}

[√ ] 5 Adopt a policy statement clearly establishing the Volunteer Resources committee as the lead committee for the resource relationships, recruitment and retention of volunteers. Several committees have described (in considerable detail) their plans to recruit volunteers from the TN Naturalist Program, both here and elsewhere in the state. Volunteer Resources would be the clearinghouse for all volunteer recruitment for FSC, rather than having individual FSC committees vying for the same volunteer pool. {Request from EC}

[√ ] 6 Establish a new Outreach function (“FSC Advocates”), organized and managed by the Executive Committee, comprised of selected individuals dedicated to reaching high level leaders at the State, County and local levels; as well as conservation partners and other entities that would advocate for FSC/SCSP-related concerns. The Executive Committee would guide the FSC Advocates in defining prioritized messages and target audiences. {Request from EC}

49[√ ] 7 Adopt necessary updates to the FSC Bylaws. As FSC has evolved, the language in its

Bylaws has not always kept up. A review of the current FSC Bylaws reveals several items worthy of the Board’s consideration, and are recommended for updating. {Request from EC}

Language to be removed is struck through. Language to be added is in bold.

5.1 The government of this organization shall be vested in the board of directors consisting of not fewer than nine (9) or more than twenty-one (21) directors at large, officers of the corporation, and chairpersons of permanent committees established by the president with the advice and consent of the board of directors. The officers shall consist of the president, vice-president, secretary, and treasurer.

5.8 Permanent committees are established by the Executive Committee with the advice and consent of the board of directors.

6.1 The Operations Executive Committee shall submit to the board of directors at the board’s spring meeting the committee’s nominations for officers and directors new and term renewal officers, directors-at-large and chairpersons of permanent committees.The Executive Committee may appoint a Nominating Subcommittee to identify and vet nominees.These nominations then shall be made at the annual membership meeting.

Additional nominations may be made from the floor at the annual meeting, provided the nominees are present and state their willingness to serve should they be elected. Officers and directors Officers, directors-at-large and chairpersons shall then be elected by voice vote of members present at the annual meeting or by a show of hands, should the presiding officer consider it appropriate. All persons elected must be current members of FSC at the time of their election and must remain members throughout their terms.

6.2 Directors-at-large and chairpersons shall be elected to staggered three-year terms or as specified at the time of their nomination. Directors-at-large and chairpersons may be nominated and elected for one additional three-year term. However, directors-at-large and chairpersons may not be elected to more than two three-year terms unless they have been off the board for at least one year.

6.5 The newly Elected officers, directors-at-large and chairpersons shall begin their terms at the start of the new fiscal year on July 1 following their election, unless they were appointed by the board of directors to fill a vacancy for an unexpired term; in which case their term begins upon their appointment. A person serving by appointment shall not serve more than two three-year terms from the date of their appointment. Appointments must be ratified by the membership at the next annual meeting following the appointment.

50FUTURE RECOMMENDATIONS:[ ] 8 Facilitate development of improved quality control processes for FSC member/

donor data. Data quality has been a persistent challenge for FSC operations; obtaining accurate information on all members, donors, and also non-engaged constituents (potential members or donors) is essential for continued FSC growth. As part of the Q/A process, SPC recommends creating a monthly checklist for routine NEON data management, including, but not limited to:• Adding new members & newsletter sign-up emails to MailChimp (app manages ‘drops’)• Adding any requests for hard-copy TrailTracker to the snail-mailing list (then print and mail)• Developing an ongoing process for re-engaging expiring members/disappearing donors

[ ] 9 Work to eliminate redundancy in FSC’s software subscriptions. Trail Friends currently utilizes a Doodle subscription ($70) to manage volunteer scheduling, a SurveyMonkey ($200) subscription to manage post-shift volunteer data collection; and an Avenza mapping subscription ($200) to generate trail data. Although the SurveyMonkey functionality is arguably superior to the NEON’s, Trail Friends should be directed to use VolunteerLocal for scheduling, in order to cancel the redundant Doodle subscription. Trail Friends and the Trails Committee both need Avenza; or, alternatively, both could get on the State’s ArcGIS system, and share the annual subscription. ArcGIS, unlike Avenza, would also allow the Trails Committee to directly access, and update, the existing database of trail conditions and maintenance issues that was established as a result of the State-mandated 2017 Trails Assessment survey.

[ ] 10 Consider options for engaging additional, paid administrative/technical/logistical help, and authorize its preferred solution(s). Several FSC committees have identified the need for such help, particularly in regard to fundraising; organizing and managing donor, member and volunteer data; and providing tech support to other FSC committees who utilize these data systems; possibly also providing assistance with organizing FSC events and educational programs.

Options include, but are not limited to, the following:a. Adding these tasks to the existing part-time Operations Coordinator (bookkeeper)

position (thus making it a full-time position);b. Hiring one or two additional part-time persons with specialized skills for the tasks

named above; and if so, would they work for FSC as a whole, or specifically for one committee? (e.g., Education would like to hire a children’s program coordinator; Volunteer Resources would like to have a computer tech/skilled person to assist with Volunteer Local; but what about similar coordination and technical needs of other Committees?)

c. Hiring a full-time Executive Director, principally responsible for fundraising, but also with responsibility for organizing events and programs.

d. Filling needs by engaging VISTA and/or AmeriCorps Volunteers, either short or long-term, subject to the limitations of the respective programs.

e. Some combination of the above (and if so, what combination)?

FRIENDS OF SOUTH CUMBERLAND STATE PARK, INC. ORGANIZATION CHART

as adopted by the FSC Board of Directors • April 25, 2020

FSC BOARD OF DIRECTORS

EDUCATIONCOMMITTEE TRAILS & TRILLIUMSEVERY CHILD... NATURALIST PGM

LAND CONSERVATION COMMITTEE ACQUISITIONS EASEMENTS LANDOWNER RELATIONS

FINANCE COMMITTEE

DEVELOPMENT COMMITTEE

WILD AZALEA GALA

ANNUAL/MEMBERSHIP LONG-TERM/CAPITAL

SPONSORS

GRANTS

NEON M&D SOFTWARE

STRATEGIC PLANNINGCOMMITTEE LONG RANGE INITIATIVES FIVE-YEAR PLAN REGIONAL ENGAGEMENT

S U B C O M M I T T E E S / A R E A S O F F O C U S

COMMUNICATIONSCOMMITTEE ONLINE MEDIA PUBLIC RELATIONS TRADITIONAL MEDIA

WEBSITES FACEBOOK INSTAGRAM MEETUP

SNAPCHAT YOUTUBE TRAIL TRACKER

TRAILS COMMITTEETRAIL ASSESSMENT TRAIL IMPROVEMENT TRAIL SAFETY

TRAIL FRIENDS

AVENZA/ArcGIS APPS WAYFINDING SIGNAGE

EXECUTIVECOMMITTEE NOMINATING ANNUAL MEETING

OUTREACH SUCCESSION PLANNING

VOLUNTEER RESOURCESCOMMITTEE RECRUITMENT RECOGNITIONTRAINING RETENTION

VOLUNTEER LOCAL SOFTWARE

PAID STAFF POSITION(S)