2011-2016 strategic plan

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The South Mountain Partnership2011-2015 STRATEGIC PLAN

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The South Mountain Partnership: A Conservation Landscape Init iative

2011-2016 STRATEGIC PLAN

We promise to sustain the South Mountain

Regions quality of life which is critically

reliant on its natural, cultural, andeconomic assets.

Join us in this promise.

The South Mountain Partnership is a unied group ofprivate citizens, business, not for prot organizationsand governmental ocials working to protect,preserve and enhance the South Mountain Landscape.

_________________________

www. southmountaincli.blogspot.com

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CHAPTER 1: Histor y, Vision, and Mission

CHAPTER 1

HistoryA rich cultural heritage has developed in

communities such as Gettysburg, Chambersburg,

Carlisle, and many smaller quaint villages largely

because of the plentiful resources surrounding

them. Pastoral scenes of barns and elds, acres of

orchards in blossom, and rolling mountains of broad-

leafed deciduous and coniferous forests typify the

landscape.

It is partly this scenic quality that has brought

intense growth pressure surrounding the mountain.

Major metropolitan areas like Baltimore and

Washington D.C. are within commuting distance of the mountains

foothills. South Mountains land and heritage have brought us together

to preserve its sense of place. This has become the mission of the South

Mountain Partnership, a Conservation Landscape Initiative (CLI). The CLI

is a model for partnering that is effectively working in areas across the

state; its champion is Pennsylvanias Department of Conservation and

Natural Resources.

The Partnership formed in 2006 by a core group that was working on

several land conservation projects. In 2009, the Appalachian TrailConservancy became the non-prot lead which provided a dedicated

staff person to lead the group into its growing stages. From 2009 to 2010

the number of partners doubled in size. A basic two year strategic plan

helped grow the partnership and has created a map for working with local

communities to protect their assets.

VisionTo sustain and build upon a region of vibrant communities that steward,

cherish, and thrive economically from their heritage, recreation,

agriculture, and natural assets.

MissionWe promise to sustain the South Mountain Regions quality of life, which is

critically reliant on its natural, cultural, and economic assets. Join us in

this promise.

ABOVE: The partnership worked regionally and in

workgroups based on topical interests from 2006-

2010. The Partnership continues to prioritize project

that are at the nexus of beneting many assets and

engaging a diversity of partners

ABOVE: The South Mountain Partnership hosted

the Balancing Nature and Commerce Workshop that

community teams attended

ABOVE: The south-central Pennsylvania region the

Partnership is working in

York

D

Quincy

Aspers

Marion Felton

Concord

Dry Run

Newburg

Roxbury

Hanover

Orrtanna

Carlisle

Newville

Scotland

Red Lion

Camp Hill

Dillsburg

West York

Mont Alto

Glen RockFairfield

Mount WolfWellsville

New Oxford

Gettysburg

Waynesboro

East BerlinBiglervilleFort Loudon

Mercersburg

Greencastle

Littlestown New Freedom

Arendtsville

FannettsburgShippensburg

York Springs

Chambersburg

Fayetteville

Stewartstown

Mechanicsburg

Walnut Bottom

Pleasureville

East Prospect

Seven Valleys

Boiling Springs

Blue Ridge Summit

Mount Holly Springs

81

76

83

30

581

LegendSoutn Mountain Geological Boundary

South Mountain Region .0 8 16 24 324 Miles

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Sharing Our Knowledge & Regional PerspectiveWe are working together to preserve South Mountains sense of place in these ways:

Promoting and preserving local agriculture.

Promoting and developing recreational opportunities

Engagement with land planning

Promoting and preserving cultural heritage.

Conservation of natural resources.

Development of business and tourism

We are working to maintain local farmers viability by

promoting agri-tourism, marketing local foods, and working

with farmers to preserve their lands through local land

trusts. We strive to provide farmers with methods that

foster better environmental stewardship of their farms.

Within the heart of the Mountain exists an abundance

of state forest and parks. Out-of-state and local users

Land planning is seen as the key to guiding the regions

sense of place. We are working to encourage and

empower local governments and market forces to

embrace a vision of growth that balances sustainable

development and conservation of cultural and natural

resources.

The South Mountain

region has a history that

is rich and complex.Native Americans

used stone from South

Mountain to manufacture

tools so well made and

durable theyve been

found in sites hundreds

of miles away. As 18th-

century European settle

entered the region,

Native people were forced out, and retaliated against

the newcomers during the French and Indian War.

The region supported one of the most extensive and

important iron industries in America during the late 18tand 19th centuries. Civil War armies traversed the Sout

Mountain on their way to Gettysburg, and branches of

the Underground Railroad in the region led escaped

slaves to freedom. The historical roots of American

forestry and the environmental movement are sunk

deep in the rocky heart of South Mountain. All of these

stories are a legacy the partnership is working hard to

preserve and tell.

Together we reach out to

the public and municipalities

about the critical role

natural resources play in our

communities. We are working

to conserve lands critical to

the communities drinking

water supply, for bio-diversity,

and forest health.

Growth and preservation of the regions sense of place dont

have to be at odds. We promote and empower growth of

small businesses that revitalize local communities, and take

advantage of the abundance of recreational and heritage

tourism opportunities. Sound development practices are

championed by the skilled expertise of key partners.

fully utilize the areas recreation capacity, during

summer time the mountain becomes a regional hub for

vacationing. We are working to grow new opportunitie

as well as improving our current recreation programs.We place an emphasis on recreation that promotes

the appreciation of the areas cultural and natural

resources. Education for adults and children on

environmental and heritage themes is a form of

recreation that roots us in our landscape.

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CHAPTER 2:

PARTNER FEEDBACK FOR THE PLAN

S.W.O.T. Analysis

STRENGTHS

Network Building:(Finding common ground, building

new relationships, and creating

innovative collaborations)

Diversity and Amount ofPartners: (region-wide coverage and

diverse interests)

Availability of Grant Fundingto Support the Mission

(Especially with South MountainSpeaker Series and promotion of

assets)

Effective Outreach (Especially with South Mountain

Speaker Series, Balancing Nature

and Commerce Workshop and

promotion of assets)

Leadership (Existence of dedicated staff)

Agency Support (DCNR and other agencies add a lot

of strength to the Partnership)

WEAKNESSES

Goals unclear/ unfocused

Challenges in Engaging NewPartners and Keep Partners

Engaged Especially business and the

average citizen

Unknown Future FundingFor Leadership and Projects

Leadership and Decisions Need to BeBroadened To Many Leaders

Decisions should be made more

transparent and involve more people

Challenges to Regional Collaboration Many partners organizational missions are

only with-in their county or geographic area

Partnership Needs MoreAwareness

Not All Partners Have Buy-In to thePartnership

OPPORTUNITY

Administration change at State

Requesting nancial support

Local, State, and Federal funding

Other grants

Engage new partners

THREATS

Future State support- administration

change at State

Funding loss

Duplication of efforts

Loss of interest from partners

What We Do Best:In 2010 a strategic planning committee surveyed 60+ partners through an online survey and in-person interviews.

Reoccurring answers are listed below. Answers with the most dots indicate the highest level of reoccurrence.

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Goals Preserve, sustain, and develop critical natural and cultural

assets of the region

Promote regions natural and cultural assets and develop theminto a major regional economic force

Build a critical mass of public and private organizations, non-

prots, and citizens to support the Partnerships mission

StrategiesA) Inventory and prioritize natural and cultural

assets so that we can preserve, promote, and

develop them

B) Promote and advocate for natural and heritage

assets, agriculture, and recreation and

showcase organizations and businesses that are

supporting them

C) Collaborate with key communities to preserve,

promote, and develop natural and heritage

assets, agriculture, and recreation

D) Sustain current partners and develop programs and activities that will attract a

broad demographic

The South Mountain Regions working farms

and forests. Photo by Loy Elliott

CHAPTER 3: GOALS AND STRATEGIES

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STRATEGY A) Inventory & prioritize natural and cultural assets so that we can preserve, promote, anddevelop them

OBJECTIVE A.1 PRIORITIZE NATURAL LANDS TIME FRAME

PARTNER LEAD: Appalachian Trail Conservancy ACTION: Develop a prioritization of natural lands

CONTRIBUTINGPARTNERS:

DCNR (Rob Witmer) MEASUREMENTOF SUCCESS:

FUNDINGOPPORTUNITIES:

ACTION:

OBJECTIVE A.2 PRIORITIZE AGRICULTURAL LANDS TIME FRAMEPARTNER LEAD: NRCS, PA Department of

Agriculture, County Ag.

Preservation Programs

ACTION: Develop a prioritization of agriculturallands (prime soils and fruit belt area)


MEASUREMENTOF SUCCESS:


ACTION:


OBJECTIVE A.3 PRIORITIZE TRAIL PROJECTS TIME FRAMEPARTNER LEAD: ACTION: Develop a prioritized list of trail projects

Map all current trails

Assess trail conditions and prioritize needs


Cumberland Valley Appalachian

Trail Club, Healthy Adams

Bicycle and Pedestrian Inc.

(Dennis Hickethier), Michaux

State Forest, Cumberland County

Planning Dept., Larry Camp,

Penn Trails LLC



ACTION:

OBJECTIVE A.4 PRIORITIZE HERITAGE RESOURCES TIME FRAME

PARTNER LEAD: PA Historical and MuseumCommission

ACTION: Inventory/ document resources basedon their association with key historical

themes in the region

Assign priorities based on: signicance,

interpretation, reuse potential, broader

landscape context/ setting


Franklin County Visitors Bureau,

Jim Shaullis (DCNR)


Representation of themes (inclusive)

Representation of organizations involved

FUNDING

OPPORTUNITIES:

PHMC Historic Preservation Grants ACTION:

OBJECTIVE A.5 DEVELOP A REGIONAL ATLAS TIME FRAME

PARTNER LEAD: ACTION:




ACTION:

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STRATEGY B) Promote and advocate for natural and heritage assets, agriculture, and recreation and showcaseorganizations and businesses that are supporting them

OBJECTIVE B.1 DEVELOP AN ANNUAL SOUTH MOUNTAIN OUTDOORS FESTIVAL TIME FRAME

PARTNER LEAD: Friends of Kings Gap and PennTrails ACTION: Develop business/ marketing plan January-May 2011


DCNR, Appalachian Trail

Conservancy, Kings Gap and Pine

Grove State Parks, Strawberry

Hill Nature Preserve, Central PA

Conservancy, and Michaux State

Forest


ACTION: Kick-off rst annual festival September 2011


South Mountain Mini-Grant and

partner match


OBJECTIVE B.2 DEVELOP A SOUTH MOUNTAIN AGRICULTURAL PROMOTION PIECE TIME FRAME

PARTNER LEAD: ACTION: Develop a local agriculture promotion campaign

through the media Regional multi-media ag. conservation program.

Develop video working with media partners


Cumberland County (Rebecca

Wiser), Capital RC&D, Franklin

County Visitors Bureau, PA

Department of Agriculture



ACTION:

OBJECTIVE B.3 DEVELOP A SOUTH MOUNTAIN RECREATION PROMOTION PIECE TIME FRAME

PARTNER LEAD: ACTION:


Appalachian Trail Conservancy,

Local State Parks, Michaux State

Forest, Shippensburg University

(Communication Department)


Develop a region wide outdoors/ recreation guide

Use Shippensburg students to help develop


South Mountain Mini-Grant ACTION:

OBJECTIVE B.4 SUPPORT AND DEVELOP FURTHER THE S.M. GEO-TRAIL TIME FRAME

PARTNER LEAD: CAPITAL RC&D ACTION: Dene level of support for project past grant fundedperiod

Continue to support on SMP website



Gettysburg Convention and

Visitors Bureau, Cumberland

Valley Visitors Bureau


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ACTION: .

MEASUREMENT

OF SUCCESS:

STRATEGY B) Promote and advocate for natural and heritage assets, agriculture, and recreation and showcaseorganizations and businesses that are supporting them

OBJECTIVE B.5 BRAND THE FRUIT BELT TIME FRAME

PARTNER LEAD: Bicky Redman (to providecoordination efforts)

ACTION: Create inventory of products/ partners Get buy-in by attending association/ groups meetings

Apply for Mini-Grant

Create brand options and get feedback from

stakeholders

Launch brand, use online media to promote



PA Department of Agriculture


Regional support, buy-in


ACTION:


OBJECTIVE B.5 MAKE THE SOUTH MOUNTAIN SPEAKERS SERIES A REGIONALLYKNOWN INSTITUTION WITH EVENTS AT LEAST 6 TIMES A YEAR

TIME FRAME

PARTNER LEAD: Allen Dieterich-Ward,Shippensburg University

ACTION: Develop Speaker Series events for 2011 Determine funding needs (media documentation,

speaker fees, printing and venue costs, etc)

December 2010-

February 2011


DCNR (Mike Eschenmann, Lauren

Imgrund, and Liz Johnson of TNC

will focus on funding strategies),

Appalachian Trail Conservancy,Boyer Nurseries (Ag Event?),

Wilson College Farm, Penn State

Mont Alto (Peter Linehan), Larry

Knutson/ Kim Blocher (Camp

Michaux), Strawberry Hill Nature

Preserve, and more


Number of attendees

Amount of media coverage

Evaluations (which we have not done before)

Number of people viewing media (podcast or videocasts)


South Mountain Mini-Grant

Pennsylvania Humanities GrantACTION:

OBJECTIVE B.6 SUPPORT ASSET BASED BUSINESSES/ NON-PROFITS THROUGHPARTNER RESOURCES (businesses that support our recreation,agriculture, heritage, or natural assets)

TIME FRAME

PARTNER LEAD: ACTION: Work with businesses to become visitor ready(look to CVVB program as a model approach) Partners work with businesses to market themselves

Have municipalities engage with farmers to see how

they can help

Identify and outreach to local forest products

producers (use model of NYC Watershed Ag.

Program)


Capital RC&D, Coleen Reamer

(Hamilton Ban Township),

Cumberland Valley Visitors

Bureau, Cumberland County

Planning Dept. (Rebecca Wiser),

DCNR (Tracey Coulter)


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STRATEGY C) Collaborate with key communities to preserve, promote, and develop natural and heritage assets,agriculture, and recreation.

OBJECTIVE C.1 DEVELOP A MUNICIPAL OUTREACH AND SERVICES PROGRAM TIME FRAME

PARTNER LEAD: Appalachian Trail Conservancy ACTION: Focus on ready municipalities adjacent to themountain rst

Develop ongoing training and resources that

municipalities dene as needed


Cumberland County Planning

Department (Stephanie

Williams), Adams County

Environmental Services (Bicky

Redman), Michaux State Forest,

Western PA Conservancy


ACTION:



OBJECTIVE C.2 WORK TO FIND FUNDING FOR HIGH PRIORITY NATURAL ASSETS/NATURAL LAND ACQUISITION OR EASEMENT

TIME FRAME

PARTNER LEAD: ACTION: Use natural land prioritized areas as a guide Make sure Western PA Conservancys Natural

Areas Inventory is integrated into prioritization

and counties/ municipalities understand their

importance


Appalachian Trail Conservancy,

DCNR (Rob Witmer, Aura

Stauffer)



ACTION: .


OBJECTIVE C.3 WORK WITH LOCAL COMMUNITIES TO FURTHER DEVELOPGREENWAY AND TRAIL CONNECTIONS

TIME FRAME

PARTNER LEAD: County Planning Departments ACTION: Develop plans focusing on key properties/resources

Identify potential preservation/ reuse strategies


Suggested: County Planning

Commissions



ACTION:

OBJECTIVE C.4 WORK WITH COMMUNITIES TO PRESERVE/ PROMOTE PRIORITYHERITAGE ASSETS

TIME FRAME

PARTNER LEAD: Pennsylvania Historical andMuseum Commission, Bryan Van

Sweden

ACTION: Offer technical assistance and incentives toowners to adapt historic properties for

business/ non-prot use



FUNDING

OPPORTUNITIES:

ACTION:

OBJECTIVE C.5 PROMOTE AND SHARE PLACED-BASED EDUCATIONOPPORTUNITIES FOR THE REGION

TIME FRAME

PARTNER LEAD: ACTION: Connect schools to placed-based educationalopportunities

Have an annual graduate level workshop

for teachers and educational leadership

development

Summer 2012


DCNR/ Land Choices MEASUREMENTOF SUCCESS:

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STRATEGY D) Sustain current partners and develop programs and activities that will attract all kinds ofdemographic

OBJECTIVE D.1 CREATE A PARTNER DEVELOPMENT PROGRAM TIME FRAME

PARTNER LEAD: ACTION: Develop ambassadors program and committee Committee develops outreach priorities

Create dened asks for new partners


Appalachian Trail Conservancy

Chris Novak (DCNR)


ACTION: Create a Partnership recognition/ award program



OBJECTIVE D.2 DEVELOP THE SOUTH MOUNTAIN CORP.- A VOLUNTEERRECRUITMENT FOR ALL OF THE PARTNERS

TIME FRAME

PARTNER LEAD: Appalachian Trail Conservancy, ACTION: Develop a list of Partnership and partnervolunteer opportunities




Kim Blocher ACTION: Have a region-wide volunteer day Work to recruit church organizations for

volunteer opportunities

OBJECTIVE D.3 COORDINATE INTERN/ SERVICE LEARNING/EDUCATIONAL OPPORTUNITIES

TIME FRAME

PARTNER LEAD: Education Institution, JosephBorrell (help with guide,

Shippensburg University),

University/ College service learning

coordinators

ACTION: Determine who the volunteer/ service learningstaff are for the surrounding colleges

Develop a small committee of professors to

coordinate opportunities for students, develop

a guide to internship/ service learning projects

Determine service learning opportunities from

partnering organizations

Develop a K-12 service learning opportunity


Capital RC&D, Michaux State

Forest, State Parks (participate

in program)



K12 Lean and Serve RFP ACTION: Due December 15

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CHAPTER 5: ORGANIZATIONAL STRUCTURE

STRATEGY

ASTRATEGY

BSTRATEGY

CSTRATEGY

D

STRATEGY WORKING GROUPS

OUTREACH/ COMMUNICATION ADVISORY COMMITTEE

AD HOC COMMITTEES

Organization Structure HistoryUntil 2011, Partnership leadership was solely provided by PA Department of Conservation and Natural Resources

(DCNR) and the Appalachian Trail Conservancy with input via different working committees. Going forward, the

Partnerships leadership will be strengthened by a leadership committee that represents the diversity of organizations

and geographic representation through-out the South Mountain landscape. The committee will oversee the work being

done by sub- working committees and help maintain our strategic direction.

LEADERSHIP COMMITTEE

FEDERAL

LEAD

UNIVERSITY

LEAD

NOT FOR

PROFIT

LEAD

ADAMS

COUNTYLEAD

CUMBERLAND

COUNTY

LEAD

FRANKLIN

COUNTYLEAD

YORK

COUNTYLEAD

MUNICIPAL

LEAD

MEMBER

ATLARGE

BUSINESS

LEAD

ATC DCNR

STATE

LEAD

ALTERNATE

ALTERNATE

ALTERNATE

ALTERNATE ALTERNATE ALTERNATE ALTERNATE ALTERNATE

ALTERNATE ALTERNATE ALTERNATE

County leads appointed by county commissioners

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The South Mountain Steering CommitteeThe South Mountain

Leadership Committee

will serve as the

leadership for the

life-span of this

strategic plan from

2011-2016. Beginning

in 2011, seats for

the committee will

be available to any

actively participating

partner. ATC and

DCNR will have seats

on this committee

as well as provide

leadership to thecommittee.

Leadership Committee Chair AppointmentLeadership chairs are available to partners who t into many categories. They can be appointed to committee through this

process:

1) Interested person should submit a letter of interest using an available form on the partnerships website. If they prefer

they can also download, print, and send in a hard copy form. Form link:

2) The strategic planning committee will appoint the rst leadership committee positions (lead and alternate) based on

those who have submitted a letter of interest. After the rst appointments the steering committee will determine

consecutive placement onto the committee.

3) Those interested in being county leads should be appointed through their county commissioners.

Leadership Committee Member AlternatesAll leads will also have an alternate representative that can ll in when the lead chairperson is unavailable. It will be the

responsibility of the Leadership Committee lead to coordinate with their alternate in these matters. Leads and alternates

can agree on delegation of specic duties that the lead can not assume.

Duties of a Leadership Committee Member Attend a monthly in-person meeting or conference call to review updates on the Partnerships programs and to weigh in

on any decision making.

Help recruit applicants for the Mini-Grant program.

Ranking and awarding with committee the Mini-Grants for the upcoming 2011-2012 grant cycle, and continuing grant

rounds as funds are available. Help rene and lead the strategies and objectives as dened in the 2011-2016 strategic plan.

Assist in nding funding for projects.

Advocating for and educating others on the Partnership.

Communicating with political ofcials on the importance and value of the Partnership (barring any conict of interest).

Any additional duties the Leadership Committee agrees to take on.

Terms and By-LawsChairs will serve a term of at least one year and no more than two years. Further by-laws may be developed by the

Leadership Committee.

LEADERSHIP COMMITTEE

FEDERAL

LEAD

UNIVERSITY

LEAD

NOT FOR

PROFIT

LEAD

ADAMS

COUNTY

LEAD

CUMBERLAND

COUNTY

LEAD

FRANKLIN

COUNTY

LEAD

YORK

COUNTY

LEAD

MUNICIPAL

LEADMEMBER

AT

LARGE

BUSINESS

LEAD

ATC DCN

STATE

LEAD

ALTERNATE

ALTERNATE

ALTERNATE

ALTERNATE ALTERNATE ALTERNATE ALTERNATE ALTERNATE

ALTERNATE ALTERNATE ALTERNATE

County leads appointed by county commissioners

2011-2016 strategic plan

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