To ensure we will achieve our five-year strategic priorities and can adequately support our program areas, we must build capacity across the four foundational pillars of Management, Governance, Resources, and Administrative Systems & IT. All capacity areas are linked and don’t map in a linear way to any one program area or strategic priority directly, but instead support all of them. Each capacity area includes associated priority initiatives and an objective with key results (OKRs) that we must measure to assess our progress. We will further prioritize and detail specific tactical actions and program objectives in our annual operations plan and associated quarterly planning. 

+ Management

Objective: A trusted and respected organization meeting its objectives, regarded with pride, and recognized and approached as the region’s representative body; it is a model organization for best practices in AHSBR and for other biosphere initiatives around the world. As measured by… Key Results:

  1. UNESCO Biosphere Reserve designation is achieved and maintained.
  2. Quarterly and annual impact measurement and evaluation reports meet or exceed quarterly and yearly targets.
  3. Living wage employer status is being achieved and maintained.
  4. Annual staff survey consistently shows high job satisfaction (no less than 4 out 5, satisfied or highly satisfied).
  5. Periodic community survey shows period-over-period improvement on HSBRS brand and program awareness in the region.

+ 4.1 Organizational Structure & Design:

  • Develop annual operations and resource plan. On Track for ECCC
  • Develop and maintain systems, policies and procedures. On Track
  • Hire staff to ensure the successful management of HSBRIS in accordance with the yearly operations and resource plan. On Track
  • Develop and maintain job descriptions and ensure salary is meeting and exceeding the living wage requirement.On Track
  • Ensure new candidates are engaged and in training through volunteer programs or temporary job opportunities.On Track
  • Train and transition and complete full knowledge transfer to new ED by the end of 2024. Not on Track
  • Nurture and maintain volunteer and in-kind services through appreciation and recognition. Under performing

+ 4.2 Canadian Biosphere Reserve Network Assoc (CBRA) Role

  • Participate actively on the board of CBRA. On Track
  • Allocate 10 hours per month towards the network. On Track
  • Attend and participate in regional and international network meetings.On Track

+ 4.3 Program Areas & Key Activities:

  • Develop annual objectives for each program area and associated key activities; review, refine and prioritize annually to ensure progress towards the five-year strategic priorities. In progress
  • Develop/adopt program impact measurement and evaluation framework; measure/evaluate and report on progress quarterly. On Track

+ 4.4 Marketing & Communication

  • Develop and implement a launch communication plan (for the celebration of achieving the biosphere designation). On Track
  • Plan for and implement a brand strategy and identity refresh to align with this strategic plan and to guide the marketing communications plan below. On Track
  • Develop and implement an annual marketing communications plan to build brand awareness, promote the work of HSBRIS, support the Program Areas and Key Activities, and key fundraising initiatives.On Track
  • Maintain continuous public relations role through various HSBRIS communications channels; ensure network and contacts remain current. On Track
  • Develop an annual impact report for public distribution online.Not On Track
  • Ensure website and social media is relevant, maintained/current and meeting targets as specified in the marketing communications plan. On Track

+ Governance

Objective: A functional eight to 10 member ‘working board’, co-chaired by a designated Squamish Nation representative, models the spirit and values of AHSBR/HSBRIS, demonstrating strong collaboration and best practices. As measured by… Key Results:

  1. Annual board self-assessment and staff survey (and/or 3rd party review) show the board meeting or exceeding expectations and taking action for year over year improvement.
  2. HSBRIS qualifies for grants based on maintaining CRA commitments and no liability issues hinder program activities.
  3. The board has ensured the successful fundraising and revenue targets for the organization year by year.
  4. The five-year strategic priorities have been achieved.

+ 4.5. Best Practices:

  • Develop and maintain a policy manual including risk management plan; review and refresh annually together with the society’s bylaws. On Track
  • Develop and implement best practices for co-governing HSBRS with Squamish Nation.Work in progress
  • Actively participate on CBRA board and World Network of Biosphere Reserves. On Track

+ 4.6 Board Succession

  • Develop and maintain a board recruitment and training plan, maintain key board roles, and fill key skills in fundraising, legal/accounting, governance, and business entrepreneurship. Work in progress
  • As a working board with a strong fundraising priority, work with the ED to regularly assess and ensure the Management function is adequately supported to meet its objectives, specifically revenue generation/fund development. Work in progress

+ 4.7 Organizational Model:

  • Consult legal expert and learn from benchmarks on opportunities and challenges of multi-structure organization model where form can fit function. On Track
  • Guide development of multi-structure organizational model and diversified fundraising strategy.Need to revisit

+ 4.8 Organizational Leadership:

Develop job description and succession plan for a new, salaried ED position, filling the role in 2024 or earlier. Not On Track due to funding

+ 4.9 Learning & Development:

  • Ensure new board members are trained and understand their expectations. On Track
  • Plan and participate in yearly board training and development opportunities to develop skills/expertise and fill gaps. Not On Track

+ Resources

Objective: We are lean and effective with a strong and stable, diversified revenue and funding portfolio (and in-kind supports), comfortably meeting and exceeding our annual operating needs and growth targets with enough room for innovation. As measured by… Key Results:

  1. Secured a long-term partnership for an in-kind HSBRIS operational home base (office), including in-kind administrative and (research) project support. On Track
  2. Raised $500,000 in endowment funding in five years with investment returns exceeding 5% per annum. Work in progress
  3. Achieved the fund development targets as stated in the fundraising plan. Work in progress
  4. Achieved the revenue generating targets from enterprising activities as stated in the plan. Work in progress

+ 4.10 Operating Budget & Home:

  • Develop annual operating budget (FYE June 30); review and update quarterly. On Track
  • Prioritize budget for a Program & Volunteer Coordinator role ($40-48K per annum)On Track
  • Identify and engage a dedicated volunteer grant writer. Stalled
  • Identify and engage a dedicated fundraising lead and committee.Stalled
  • Identify and engage a dedicated lead for retail sales revenue program.Research in progress
  • Advance partnership(s) for securing an HSBRIS in-kind home base/office. Work in progress with Cap U

+ 4.11 Fundraising:

  • Develop and implement yearly fundraising plan with targets including in-kind contributions. Work in progress
  • Develop and implement endowment strategy.In progress
  • Review investment objectives of fund manager and ensure philosophy and values align with AHSBR/HSBRIS best practices. Work in progress

+ 4.12 Alternative Funding Model

  • Evaluate feasibility and develop and implement a plan with targets for enterprising activities to generate discretionary revenues. E.g.Stalled
  • Retail sales revenue program with key tourism and commercial partners.Stalled
  • Partnerships with AHSBR expert consultants to generate referral fees.Stalled
  • HSBRS in-house advisory services (convening, facilitating, strategic advice, speaking) for fee-for service engagements.Stalled

+ Administrative Systems and IT

Objective: Efficient administrative systems and IT effectively support the successful operation of HSBRIS, allow flexibility for innovation and scaling as necessary, and enhance transparency and effectiveness of program activities. As measured by… Key Results:

  1. An annual operations review/assessment indicates that administrative systems are streamlined and efficient, effectively support staff, and save time and money.
  2. An annual operations review/assessment indicates that information is up to date, clear and transparent and easy to access, across secure platforms.
  3. Work situations are flexible, mobile and engage people as measured by an annual survey with agreement of min 4 out of 5 (4 agree, and highly agree).
  4. Productivity is high as measured by yearly staff performance reviews.

+ 4.13 Systems Design

  • Proactively assess annual needs and develop annual systems & IT plan with growth targets in mind. This includes evolving needs for marketing communications and revenue generating activities (e.g. website; e-commerce)On Track
  • Provide regular maintenance of tools and training for staff. On Track