Burns Bog Conservation Society
Strategic Plan 2013
(updated, November 22, 2012)
Burns Bog Conservation Society
4-7953 120 Street
Delta, BC
V4C 6P6
Burns Bog Conservation Society Strategic Plan 2013
Table of Contents
Executive Summary ............................................................................................................ 3
Introduction ......................................................................................................................... 3
History & Highlights........................................................................................................... 4
Organizational Structure ..................................................................................................... 5
Governance ..................................................................................................................... 5
Board of Directors........................................................................................................... 5
Executive Committee ...................................................................................................... 5
Society Staff .................................................................................................................... 5
Society Committees ........................................................................................................ 6
Objectives of the Society .................................................................................................... 7
Core Values ..................................................................................................................... 7
Vision .............................................................................................................................. 7
Mission Statement........................................................................................................... 7
Strategic Foci ...................................................................................................................... 8
Priority Rubric: ............................................................................................................ 8
STRATEGIC FOCUS I - FUNDRAISING .................................................................... 9
GOAL 1: Develop Corporate Fundraising Package ................................................... 9
GOAL 2: Develop a Goal-Oriented Fundraising Plan ............................................... 9
STRATEGIC FOCUS II – MARKETING AND PUBLIC RELATIONS ................... 10
GOAL 1: Optimize our Online Media Presence ...................................................... 10
GOAL 2: Grow and Strengthen Memberships ......................................................... 10
GOAL 3: Delivering Newsletters and Annual Report ............................................. 10
GOAL 4: Enhance the Public Relations Program .................................................... 11
GOAL 5: Enhance Community Stewardship ........................................................... 11
STRATEGIC FOCUS III –MANAGEMENT AND INTERNAL ORGANIZATION 12
GOAL 1: Develop and Implement a Succession Plan .............................................. 12
GOAL 2: Support the Burns Bog Conservation Foundation .................................... 12
GOAL 3: Write and Maintain Operation Manuals ................................................... 12
STRATEGIC FOCUS IV - EDUCATION ................................................................... 13
GOAL 1: Plan and Develop an Interpretive Corner ................................................. 13
GOAL 2: Grow School Field Trips, Tours, & Presentations ................................... 13
GOAL 3: Grow Summer Day Camps....................................................................... 13
GOAL 4: Develop Library and Research Studies .................................................... 14
GOAL 5: Develop Educational Materials for Teachers & Public ............................ 14
GOAL 6: Finish Boardwalk Construction in the Delta Nature Reserve .................. 14
APPENDIX 1- Strategic Analysis (SWOT) ..................................................................... 15
APPENDIX 2 - Organization Chart .................................................................................. 16
Internal Organization .................................................................................................... 16
Board & Staff Relationships ......................................................................................... 17
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Burns Bog Conservation Society Strategic Plan 2013
Executive Summary
The Strategic Plan for the Burns Bog Conservation Society articulates the strategic goals
for change and capacity building, and the action plans for bringing about that change. It
reviews strengths, weaknesses, threats and opportunities. It presents a series of
statements relating to the Society’s vision, mission, values and objectives; and sets out
its proposed strategies and goals to fulfill those aspirations.
The purpose of this document is to clearly communicate the future plans of the Society
to all staff, members, donors, stakeholders and the general public. The Strategic Plan is
not a single static document, but a resource to be reviewed and updated as necessary.
The Society is committed to sustained efforts to achieve its goals, monitor progress of
specific initiatives, and review and report on this progress annually. The Society will
continue to reach out to our members to learn more about how our programs and
services being received and how we can maximize our efforts to the full benefit of the
membership.
The Strategic Plan will continue with some of the Society’s prior objectives as well as
incorporate fresh ideas and provide a real focus for the Board, and will guide the costeffective and efficient stewardship of resources.
A vibrant Society is essential to the growth and vitality of the community and the
communities at large. Volunteers, board members and employees become involved
with the Society because of the organization’s public benefit mission. Therefore the
continued success of the Society requires broad member support and confidence. This
document testifies to the Society’s commitment to excellence based on the values of
quality, responsibility, and accountability.
Introduction
The Burns Bog Conservation Society was established in 1988 by a concerned group of
citizens. They along with other members of the community successfully stopped a major
development. The founders realized they had won the battle but not the war to protect
Burns Bog.
The Society has a credible reputation as the voice of Burns Bog and is committed to
educating people of the ecological and economic benefits of Burns Bog and other
peatlands globally and how they affect our quality of life.
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Burns Bog Conservation Society Strategic Plan 2013
History & Highlights
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1992 – Conducted its first field trip with a group of grade seven students
1994 – Obtained its charitable status
1995 – Reopened trails in Delta Nature Reserve
1995 – Dr. David Bellamy visited Burns Bog and declared Burns Bog “The Lungs
of the Lower Mainland”.
1995 – Quick guide to Burns Bog published.
1995 – Two resolutions were passed by the International Peatland Congress:
1. To have Burns Bog purchased or expropriated
2. Designated as a Ramsar site.
1996 – The Society in partnership with UBC’s Alma Mater held the first Peatlands
for People Conference
1996 – Published Teacher’s Guide to Burns Bog
1996 - Held North America’s first International Bog Day celebration.
1997 - Dr. David Bellamy becomes Society’s honourary chair
Parents and teachers in Delta held the first Jog for the Bog on Earth Day (1997)
1997 - Society receives the Cultural Diversity Award
1998 – Conducted first Wetland Adventures Summer Day Camp in the Delta
Nature Reserve
1998 – Published Teacher’s Resource Guide to Sandhill Cranes
1999 – Collaborated with the Government on the Ecosystem review.
2000 – Ecosystem review published.
2000 – Launched Official Burns Bog Website
2002 - The first annual Celebrating Women and the Spirit of Cranes.
2004 – Four levels of Government purchased 5000 acres of Burns Bog
2004 – Published Comprehensive Guide to Burns Bog
2005 – Published Teacher’s Guide to Miracle at Willowcreek
2007 – Published Boglin Gets Lost and Boglin and the Birthday Party
2008 – Issued position paper on the South Fraser Perimeter Road
2009 – Record number of field trips
2010 – Ray Zahab, world famous adventure athlete runs around the Bog to
increase awareness
(2010 – Filed lawsuit November 24, against the Federal Government for failing
to uphold the Conservation Covenant, the Burns Bog Management Agreement,
the Burns Bog Ecological Conservancy Area Management Plan [Collectively the
Burns Bog Agreements])
2012 – Burns Bog received Ramsar status under the Fraser River Delta area
2013 – Burns Bog Foundation Gala & Society’s 25th Anniversary
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Burns Bog Conservation Society Strategic Plan 2013
Organizational Structure
The Burns Bog Conservation Society is a registered charity based in Delta, British
Columbia. The Society is a volunteer-board run organization.
Governance
Burns Bog Conservation Society is governed by an elected volunteer board of directors
comprised of individuals who are committed to the mission of the organization. The
board determines the mission of the organization, establishes management policies and
procedures, assures that adequate human resources and financial resources are in
place, and monitors the Society’s financial and programmatic performance.
Board of Directors
The Board of Directors acts as the governing body of the Society and provides vision
and strategic direction of the organization while ensuring implementation of approved
strategic action plans. It meets approximately 9 times per year, usually on the fourth
Thursday of every month, except for August, September and December. It is
responsible for the control of Society property, its finances and business affairs; as well
as being the final decision point for the formal adoption of advocacy and legislative
policy. The Board membership consists of the following:
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5 Executive officers and seven Directors
Officers take office for a term of one year commencing on the date of the AGM.
Individual Directors can serve as Chairs or Co-Chairs to all committees. Board
members are requested to choose a committee for personal involvement.
Executive Committee
The Executive Committee consists of the President, Vice-president, treasurer, secretary
and past president, and deals with the ongoing business of the Chamber in the absence
of the Board of Directors. The executive consists, of the President, Vice-President,
Treasurer, Secretary and Past President. The Executive meets when summoned by the
President. In matters deemed urgent by the President, the Executive can make decisions
on the Board’s behalf subject to subsequent ratification by the Board.
Society Staff
The Society relies on dedicated volunteers and full-time and part-time staff to ensure
that the day-to-day activities of the organization are implemented in an effective and
financially prudent manner. The Society employs:
 Volunteer Executive Director
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Burns Bog Conservation Society Strategic Plan 2013
 Administrative Assistant
 Education Co-ordinator
 Events Co-ordinator
 Communications Assistant
Society Committees
Committees are the lifeblood of the Society and provide members with the most
effective means of being involved in Society programs, activities and policy
development. Without its vibrant committee structure and the invaluable resources
provided by the committee members, the Society would cease to be the effective voice
of “Lungs of the Lower Mainland”.
Committees meet on a regular basis to ensure that the organization remains open and
democratic. Any Society member or volunteer wishing to participate on a committee
may attend at any meeting without obligation to join the full committee structure.
Nevertheless, all interested Society members are encouraged to formally register as a
Committee member. Current committees are:
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Membership
Advocacy
Communications
Events (Gala, Jog for the Bog, Pilgrimage)
Fundraising
In addition to these Committees, the President and the Board of Directors meet from
time to time to review specific topics or issues or establish other ad-hoc/task force
Committees or Sub-committees.
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Burns Bog Conservation Society Strategic Plan 2013
Objectives of the Society
A. To ensure the ecological integrity of the Burns Bog ecosystem for the long-term
enjoyment of the public and for future generations;
B. To carry out educational programs and provide facilities to enhance public
enjoyment and appreciation of the unique peat bog ecosystem of Burns Bog
Society;
C. To solicit, collect, receive, acquire, hold and invest money and property, both
real and personal, into cash, and to use funds of this Society and the proceeds,
income, rents, issues, and profits derived from any property of this Society, in
furtherance of the specific purposes set forth above;
D. To operate exclusively for charitable purposes within Canada
Core Values
The corporate values governing Burns Bog development will include the following:
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Strong belief in the conservation of Burns Bog and peatlands internationally
Support ethical environmental practices as outlined in our policies
Operating in full compliance with all laws and regulations mandated by duly
elected governments and regulatory bodies
Maximizing continued co-operation with the four levels of government.
Non-Partisan to “listen” to alternate view points, including complete fairness and
impartiality in dealings with all stakeholders, including members and staff
Adhere to the ‘Donor Bill of Rights’
Vision
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To educate the public on the importance of Burns Bog and the world’s peatlands.
To provide opportunities for people to interact with the Bog’s natural
environment.
To ensure sustainable, ecologically sound management and governance of Burns
Bog and other peatlands.
To contribute to the local community and enhance community health, through
collective participation in the conservation of Burns Bog.
To protect and sustain Burns Bog as a model for other peatlands.
Mission Statement
To protect and sustain Burns Bog.
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Burns Bog Conservation Society Strategic Plan 2013
Strategic Foci
These are the four pillars of our organization, each of which is essential to
achieving our mission.
I.
Financial Stability and Growth
II.
Marketing and Public Relations
III.
Management and Organization
IV.
Education
*Please note: These foci are not goals in themselves, but the four main categories
which define and support our organization. Specific goals within each category are
identified below, and action plans to achieve those goals are proposed.
Priority Rubric:
Within the Action Plans for each goal, priorities for each initiative are defined. Priorities
are a method for understanding how the organization should direct their resources to
implement the strategic plan, in order to achieve best results. These priorities are
understood as follows:
A – Critical: Immediate action is absolutely necessary, because the current
situation is perceived to be a crisis, or a potential future crisis.
B – Essential: These are major priorities of the organization which demand
action and resources wherever possible.
C – Investment: Excess resources which cannot be applied to A or B can be
directed to these initiatives, which will return value to the organization in the
form of improved products, services, systems, etc.
D – Currently Unimportant: Based on evaluation of current situation and
available resources, it is unclear that the organization has the ability to
effectively pursue these initiatives. While these initiatives are understood to
further goals in line with the organization’s mission, work in other areas is
needed before they can become a priority.
S – Satisfactory: Action plan is implemented, effective, and demonstrated to be
achieving its goals in line with strategic plan. No further initiatives are
recommended (but all current procedures should be maintained &
documented).
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Burns Bog Conservation Society Strategic Plan 2013
STRATEGIC FOCUS I - FUNDRAISING
GOAL 1: Develop a Goal-Oriented Fundraising Plan
Situation
Action
Improve corporate, individual,
granting….
Priority
Responsibility
A
Timeline
Executive Director &
Board.
Complete by
Spring 2013
Develop donor profiles
Incorporate retail sales
strategy into fundraising plan
GOAL 2: Develop Corporate Fundraising Package
Situation
Only $1000 of
revenue in 2011, or
0.4%
Down from $8000
in 2010 and $24000
in 2007
Context: lawsuits.
Individual donations
way up.
Action
1. Workshop with Deltasisst.
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Develop corporate sponsorship
policies.Spirit of the Cranes
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Jog for the Bog
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International Bog Days
3. Develop a target donor profile / list.
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Priority
Responsibility
A
Executive Director & Board.
Timeline
November
24th
workshop.
Burns Bog Conservation Society Strategic Plan 2013
STRATEGIC FOCUS II – MARKETING AND PUBLIC RELATIONS
GOAL 1: Optimize our Online Media Presence
Situation
Action
Priority
Communications
1. Optimize website using
Assistant has redeveloped Google Analytics & other best
website to be more
practices
interactive and mobile2. Implement Google Adwords
compatible, ready for Nov
to drive traffic to website
7 launch
3. Develop schedule
Twitter, Facebook & blog
procedures for continuous updating
updated regularly and
of Twitter, Facebook & blog
integrated with new
website
Responsibility
S
Communications
Assistant
Timeline
Complete in Dec
Better integration with
LinkedIn and Google+
planned but not active yet
GOAL 2: Grow and Strengthen Memberships
Situation
1.5% of revenue,
down from 2% in
2010
Action
Priority
1. Develop membership packages, utilizing
existing merchandise where possible (write-off
& gift for publicity)
B
Responsibility
Timeline
Executive Director.
GOAL 3: Delivering Newsletters and Annual Report
Situation
Action
Priority
1. Members and donors with emails
will receive newsletter and annual
report electronically
S
Responsibility
1-3. Executive Director &
Events Coordinator.
4. Administrative
Assistant.
2. Non email members, donors by
mail
3. Post newsletters and annual
reports on website (Currently in
effect)
5. Communications
Assistant.
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Timeline
Burns Bog Conservation Society Strategic Plan 2013
GOAL 4: Enhance the Public Relations Program
Situation
Action
Increase Public Profile
of Board of Directors
and Advisory Board
Priority
Responsibility
Communications Assistant
Timeline
Complete in Dec
B
Add Board & staff biographies
to new website
Ongoing strategy of news
releases of topical
environmental information to
local papers.
GOAL 5: Enhance Community Stewardship
Situation
Action
Priority
Lawsuits
Petitions
Responsibility
Communications Assistant.
B
Community activism
Etcetera.
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Timeline
Burns Bog Conservation Society Strategic Plan 2013
STRATEGIC FOCUS III –MANAGEMENT AND INTERNAL ORGANIZATION
GOAL 1: Develop and Implement a Succession Plan
Situation
Capacity building grants
are available to assist
with hiring ED, but
strategic plan,
succession plan, &
business plans must be
finalized to demonstrate
organizational readiness
Action
Priority
1. Define criteria for ED job description
a. Obtain outside professional help with final
decision (BackCheck for CRC, references,
A
Responsibility
Executive Director &
Board.
Timeline
November
board meeting.
January
Thursday
evening.
b. Professional Hiring Coach for final interviews
and final recommendations)
2. Research funding databases
1. Hire an Executive Director
2. Look for funding grants on operations
3. Hire a fundraiser
4. Investigate merger/consolidation with
another society, or NFP group
GOAL 2: Support the Burns Bog Conservation Foundation
Situation
In its infancy
Action
1. Develop capacity over
time to allow for interpretive
center’s operation when
capital is in place.
Priority
C
Responsibility
Timeline
Communications Assistant &
Events Coordinator.
2. Work with foundation on
events, communications, etc
as needed.
GOAL 3: Write and Maintain Operation Manuals
Situation
Many are out of date.
Need master lists to
better locate resources
(Where Is Everything?)
Action
1. Need review and update
of board procedures
Priority
C
2. Get co-op student to
update (staff)
Responsibility
1. Board/Staff
2. Staff/volunteer
3. Get co-op student to
update/rewrite procedures
3. Staff/volunteer
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Timeline
Burns Bog Conservation Society Strategic Plan 2013
STRATEGIC FOCUS IV - EDUCATION
GOAL 1: Plan and Develop an Interpretive Corner
Situation
Action
Priority
Prototype interpretive area in-office,
exploring what is possible.
C
Responsibility
Timeline
Education Coordinator.
Consolidating and organizing existing
educational resources.
GOAL 2: Grow School Field Trips, Tours, & Presentations
Situation
Action
Priority
Revenue 6.4% of total in 1. Write business plan for the
2011:
education programs
B
$10 000 field trips
S
$3 000 other
tours/presentations
2. New manual update for
Delta Nature Reserve tours
Responsibility
1. Communications
Assistant, with help from
Sauder School of Business.
Timeline
1. Spring 2013.
2. Education Coordinator
3. Develop grade-specific tour
lesson plans, and expand
offering to include gr 8-10
biology PLOs.
3. Education Coordinator
2 & 3. Complete
in December.
GOAL 3: Grow Summer Day Camps
Situation
Action
Revenue for 2011 was 1. Currently limited by venue.
$18 000 or 7.7% of total Research potential partners,
identify corporate sponsors, etc.
What can we do? Brainstorming
needed.
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Priority
Responsibility
S
Education
Coordinator.
Timeline
Burns Bog Conservation Society Strategic Plan 2013
GOAL 4: Develop Library and Research Studies
Situation
Working on better
indexing of online
resources on new
website
Need to centralize all
digital resources
Action
1.To continue to gather and
maintain library
Priority
S
Responsibility
Timeline
All staff.
2. Look for additional research
material on bogs
3. Long term--Society needs
to set up electronic database
of material (Note: it was done
several years ago and is
sitting on 3” discs somewhere)
4. Purchase or have relevant
books donated
GOAL 5: Develop Educational Materials for Teachers & Public
Situation
Received $5000 YVR
grant to develop
educator resource book
specific to grade 6-7
curriculum
Action
1. Update Teacher’s guide
Priority
B
Responsibility
Timeline
Education Coordinator.
2. Define roles for updating
material
3. Need to develop curriculum
cross tie-overs with other
subject matter
4. Writer/consultant works with
education staff/volunteers
5. Role defined by ED/staff
person
GOAL 6: Finish Boardwalk Construction in the Delta Nature Reserve
Strategy
Action
Applied for MEC Access 1. Need to raise $20,000 for
& Activity grant to
new boardwalks
facilitate boardwalk
2. Need to seek out new
construction
grants and support
Applying for BC Hydro
3. Apply for grants to
funding for this project
businesses, organizations that
as well
support capital grants
Crowdsourcing funding
4. Note: Gaming no longer
via Weeve & website
gives capital funding grants
Evaluating possibility of (2010-2011)
“mobile app” to sell to
tourists that simulates an
interpretive tour
Priority
A
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Responsibility
DNR Committee Chair &
all staff (support &
granting).
Timeline
Burns Bog Conservation Society Strategic Plan 2013
APPENDIX 1- Strategic Analysis (SWOT)
A SWOT (Strengths, Weaknesses, Opportunities and Strengths) analysis provided us with
a framework for identifying and analyzing strengths, weaknesses, opportunities and
threats to assess the Society’s current position and identify its desired position.
Strategic analysis included scanning the external environment and the internal
environment of the Society, and then identified any priorities from these analyses. It is
from these priorities that strategic goals were identified.
SWOT analysis
INTERNAL
STRENGTHS
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committed volunteers and staff
history and accomplishments
reputation – domestic and international
regular events
educational programs and resources
daycamps
Delta Nature Reserve boardwalks signs
loyal sponsors, donors, and members
contact/ relations with other Not For Profit’s
integrity and transparency
relevant and effective mailing list, website and email newsletter
green and sustainable cause
access to government funding
community engagement programs
regular media coverage
strong leadership
successful fundraising operations (direct mail)\
largest peatland organization society in
BCregistered charity
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limited access to bog
lack of recognition of Society contributions Delta
Nature Reserve
lack of awareness of existence and importance bog
in the Lower Mainland
lack of documented & defined business plan
high staff turnover
no paid Executive Director
database system needs upgrade
no succession planning
low membership involvement
no membership growth plan
lack of fundraising from events
no interpretive centre
low visibility from current office location
alliance with other Not For Profit’s, also municipal,
provincial and federal governments
no contract with municipality over DNRlack of
internal recognition of social impact of
programsperception as totally anti-development
OPPORTUNITIES
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THREATS
develop membership plan
develop fundraising plan and identify alternative
revenue opportunities
document communications operations
enhance relationship with local government
increase awareness of potential threats to the bog
improve sales of retail merchandise
Increase profile of advisory board
Legitimize presence in DNR with Metro Vancouver
Enhance relationships with other non-profit
organizations & community groups
Use election periods to increase public awareness
of environmental issues
Improve public relations regarding support of
responsible development
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backlash of corporate support re: legal actions
threat of reputation loss from internal
mismanagement or external groups
challenging relations with local government
development of bog by private landowners
liability & maintenance of Delta Nature Reserve
boardwalks
continuity of funding and grants
public perception that the bog is ‘saved’
no official standing with respect to the Bog
EXTERNAL
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NEGATIVE
POSITIVE
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WEAKNESSES
Burns Bog Conservation Society Strategic Plan 2013
APPENDIX 2 - Organization Chart
Internal Organization
Stakeholders
Members
Board of Directors
Volunteer Executive Director
Society Staff
Pilgrimage
Committee-Rob
Dainow-chair
Jog for the Bog
Committee-Steve
Wilson
Administrative
Volunteers
Administrative
Assistant
Burns Bog Gala
Doug Hart
-Chair
Fundraising
CommitteeTBC
Education Coordinator
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Nomination
Committee
-board members
Communications &
Research Assistant
Burns Bog Conservation Society Strategic Plan 2013
Board & Staff Relationships
Board
Of
Directors
Executive Director
Board
Chair
(President)
Authority
Accountability
Advise/Consult
Influence
Committee
Chairs
Society
Office
Staff
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