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Tbha Strategic Plan 612fnl

Tbha Strategic Plan 612fnl

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Published by: The Boston Harbor Association on Aug 07, 2013
Copyright:Attribution Non-commercial


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The Boston Harbor AssociationStrategic Plan 2008 – 2011
Developed in Partnership with Management Consulting ServicesMay, 2008
I. Executive Summary
 The Boston Harbor Association (TBHA) conducted a strategic planningprocess between March and November 2007, with assistance fromManagement Consulting Services. The underlying impetus for the processwas the general knowledge that several long-term organizational goals suchas the Boston Harbor clean up and establishment/preservation of publicaccess during a period of significant growth on the edge of the inner mostHarbor, had been achieved. This success led to new questions regarding theorganization’s public identity, future scope of work, funding opportunities,and basic organizational focus. TBHA operates in a complex environment, yet is poised through its stellarreputation and superior efforts on behalf of the Harbor to take leadership ona number of important new issues related to the Harbor. In order to take thatleadership position, The Boston Harbor Association needs a strategicapproach which responds directly to the organizational challenges TBHAfaces. The strategic planning process dealt directly with this need by definingan overarching strategic position for the Association, that of 
the Harbor expert.
 This strategic position capitalizes on both the needs of the Harborregion and the capacity of the organization. Although this position derivesfrom the current strength of the organization, it also reflects an awareness of some critical challenges to TBHA, most notably on matters related to historicrevenue sources, governance and staffing strategies. The strategic planning document which emerged, details strategies andactivities deemed necessary for the success of the organizational vision overthe next three years. The planning process for defining this “expert”position, and the steps necessary to achieve it centered on three majoractivities:
a situational analysis which was conducted through stakeholderinterviews, a competitive scan and an organizational analysis whichcentered on finances over a ten year period, staffing configuration(s) andprogram-related activities.
An assessment of the Association’s current identity and mission againstthe desired strategic position as “expert”.
 The identification of broad goals and specific objectives for governance,fundraising, membership and programming, marketing, and policy issueselection that will also serve as barometers for organizational success inachieving the mission.

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