Vision-Based Strategic Plan
2023 - 2026
Organizational culture reflects the values, beliefs, and behavioral norms that characterize an organization. It is a set of shared assumptions that guide what happens in an organization by defining appropriate beliefs and behaviors that are typical for the organization. Organizational culture is an observable and powerful force we must create and sustain to achieve our strategic initiatives. Our set of values, beliefs, and behaviors will not only impact the way we interact as a staff, but also in the way we are perceived and regarded by our communities. The values, vision, and mission statements will serve as the foundation for how we will drive our culture and strategic initiatives into action.
Strategic Plan Vision Statement
Based on these foundations, the next Sierra Nevada Journeys strategic plan is mission critical to set and achieve a course of organizational sustainability and excellence. The focus of the strategic plan has been shaped by the recent purchase of Grizzly Creek Ranch, the ongoing effects of the global pandemic, our commitment to equity, diversity and inclusion, and the changing environment of recruiting and retaining a high-quality team.
The plan will ensure stronger organizational readiness for the next phase of growth by focusing and strengthening the following key organizational elements:
Development of:
A DEI model that sets the course for the next generation of equity focused program, evaluation, and operations at Sierra Nevada Journeys;
A guiding framework to build a strong staff and board team;
Advancement (marketing and fundraising) strategies that complement earned income and establish a philanthropic revenue model that will sustain the next phase of growth;
Critical analysis and recommendations for improved usage of and staffing structure for Grizzly Creek Ranch; and
A program and services model across the organization focused on sustainable growth and outcomes.
With a focus on the next three years, this Vision-Based Strategic Plan is centered on building our internal and external planning, operational, and engagement capacities to scale the organization’s impact two- or three-fold over the next decade.
Foundational Pillar 1
Diversity, Equity and Inclusion
We will develop a comprehensive DEI framework that aligns our organizational identity with equity and inclusion priorities. The framework will serve to inform the organization as we work to advance all of the foundational pillars of this strategic plan.
Strategic Priority 1.1 – Develop a Comprehensive DEI Framework.
In order to systematically address DEI throughout the organization, a comprehensive framework document will be developed by a cross-departmental committee that models a vertical leadership structure, meaning that it includes people from all levels of power positions as well as including people who are traditionally at the margins. The document will include values, priorities, action items, metrics and an evaluation plan.
Strategic Priority 1.2 – Implement Comprehensive DEI Framework.
Departmental teams will create an implementation plan to integrate the priorities of the comprehensive DEI framework into their departmental decision-making processes and workflow.
Foundational Pillar 2
Talent and Team
We will be the employer of choice, with employees excited to come to work that have the tools, training and feedback to be successful and grow. Our culture will be known as fun, flexible, mission driven and emphasize a work life balance. There will be no question that we embrace diversity, value inclusion and provide fair pay. We will recognize, reward and empower our employees. We love to be outdoors and play while we work!
Strategic Priority 2.1 – Improve and Automate HR and Work Flow Systems.
Leverage the use of technology and implement robust systems to provide an exceptional employee experience in the management of recruitment, onboarding, payroll and all facets of the employee life cycle.
Strategic Priority 2.2 – Become an Employer of Choice.
Develop a framework and take action wherein roles are reviewed, and if necessary established, to meet the needs of the organization, employees receive fair pay, have access to great tools, support and feel a sense of accountability, camaraderie, and community with each other.
Strategic Priority 2.3 – Improve Staff Culture through Effective Consistent and Predictable Internal Communications.
Ensure great communication across the organization that utilizes at least one efficient delivery mode for everyone and provide support and encouragement for additional modes of communication that provide collaboration and meet organizational needs.
Strategic Priority 2.4– Improve staff culture by developing an inclusive workplace.
Establish support structures, policies and protocols to create an inclusive workplace culture (Consistent with Comprehensive DEI Framework).
Strategic Priority 2.5 – Develop Staff and Frameworks for Internal and External Career Pathways.
Encourage and provide opportunities for hiring and promoting within SNJ for all open positions and look for matrix (cross departmental) opportunities when teams or task forces are established.
Strategic Priority 2.6 – Increase racial and ethnic diversity at all levels of the organization, with an emphasis on leadership: leadership team, board of Trustees, and managers.
Develop and implement recruiting, hiring and/or programs/processes to prioritize diversity at all levels.
Foundational Pillar 3
Advancement (Fundraising and Marketing)
We will build a diverse revenue stream that increases major giving, builds the annual fund, reduces the dependance on restricted gifts, and include planning for capital and camp maintenance expenditures. Additionally, the plan will prioritize establishing a culture of philanthropy through community involvement, staff ownership and board engagement, with a communications plan that aligns marketing and fundraising.
Strategic Priority 3.1 – Develop and Implement a Comprehensive Advancement Plan, Inclusive of Interconnected Branded Annual Fund, Major Giving Plan, Planned Giving Plan, Endowment Planning, Corporate Giving, and Maintenance and Renewal at Camp.
The #1 job of the Annual Fund is to create a continuous pipeline of major gifts. The #2 job is to develop a pipeline for Planned Gifts. Plan will include benchmarks for Major Gift program in annual increments (i.e., 20% of goal in year 1, 50% by year 2, 100% year 3). This plan assumes Sierra Nevada Journeys will maintain Grizzly Creek Ranch at a best-in-class level. Exploration of an endowment fund is included.
Strategic Priority 3.2 - Develop and implement a communications plan that aligns marketing, fundraising, Programs and recruitment.
Develop and implement a marketing and communications plan built on a consistent brand development case for support and messaging. Also inclusive of overall Sierra Nevada Journeys marketing for advancement, programs, recruitment, and brand alignment between Sierra Nevada Journeys and Grizzly Creek Ranch.
Strategic Priority 3.3 - Establish a culture of philanthropy through community involvement, staff ownership and board engagement.
Successful advancement efforts should reach beyond the efforts of the Advancement and Marketing teams, and be inclusive of championing at the community, Board and staff levels.
Strategic Priority 3.4 - Advance SNJ DEI Strategic Priorities.
Establish support structures, policies, protocols and/or programs to advance diversity, equity and inclusion objectives within the Comprehensive DEI Framework.
Foundational Pillar 4
Optimizing Grizzly Creek Ranch
The Sierra Nevada Journeys team will make Grizzly Creek Ranch a premier destination for quality camp, challenge course, and educational experiences for schools and community partners. We will build this distinction through deliberate master planning, investment in staffing and programming to significantly increase utilization and earned income streams, and reduction of staff turn-over/shortage.
Strategic Priority 4.1 – Create work-life balance for staff.
Eliminate barriers for employment, reduce staff turnover, and provide work-life balance.
Strategic Priority 4.2 – Produce Annual operational surplus.
Grow program income and implement efficiencies to produce annual Operating Surplus from Program Operations (i.e., before taking into account fundraising income).
Strategic Priority 4.3 - Advance Sierra Nevada Journeys DEI Strategic Priorities.
Establish support structures, policies, protocols and/or programs to advance diversity, equity and inclusion objectives within the Comprehensive DEI Framework.
Strategic Priority 4.4 – Implement a Strategic Master Planning Process.
Develop a comprehensive Grizzly Creek Ranch master planning process utilizing professional support and stakeholders to develop a vision and implementation plans to ensure Grizzly Creek Ranch is a premier destination for quality camp, challenge course, and educational experiences for schools and community partners.
Foundational Pillar 5
Program Impact and Evaluation
Sierra Nevada Journeys will develop strategic long-term partnerships to create sustainable high-impact transformational programs for youth. These programs will be supported by rigorous external short-, medium- and long- term evaluations that communicate their effectiveness in the key areas of NGSS-aligned science education, social-emotional learning, and nature connection.
Strategic Priority 5.1 – Develop and Implement program evaluation plan.
Drawing from Sierra Nevada Journeys’ theory of change, logic model, and educational framework, establish a program evaluation plan inclusive of longitudinal evaluation of intended program outcomes. Conduct a comprehensive program evaluation inclusive of short-, middle- and long-term studies of program participants, evaluating Sierra Nevada Journeys’ core program outcomes: science education, critical thinking, connection to nature, and social emotional development.
Strategic Priority 5.2 – Build a programmatic ecosystem.
Develop partnerships with mission/vision aligned-partner organizations to provide mutual support on program impact and evaluation goals and objectives.
Strategic Priority 5.3 – Develop a strong educator team.
Develop an educator team that is culturally competent, well-versed in best practices in inquiry-based STEM and outdoor education and fluent in equitable, inclusive, accessible program instruction.
Strategic Priority 5.4 — Ensure sustainability of programs.
Develop revenue model that enables Sierra Nevada Journeys to prioritize under resourced communities
while ensuring long-term financial stability.
Strategic Priority 5.5 - Advance Sierra Nevada Journeys’ DEI strategic priorities.
Establish support structures, policies, protocols and/or programs to advance diversity, equity and inclusion objectives within the Comprehensive DEI Framework.