Tbha Strategic Plan 612fnl 1

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The Boston Harbor Association

Strategic Plan 2008 2011

Developed in Partnership with Management Consulting ServicesMay, 2008
http://www.tbha.org/index.htm


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Table of Contents

- "Vital"..........................................................................................................................................16and Economically Significant"......................................................................................................16


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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 process

was 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 theorganizations 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 strategic

approach 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 ofthe Harborexpert.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 ofsome 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 over

the next three years. The planning process for defining this expertposition, 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 Associations 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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The TBHA Board made a number of important decisions through the planningprocess:

Mission and Organizational Identity

The mission and the tag line of the Association should reflect theAssociations current work, identity, and the broad array ofissues beyond development on the Harbors edge.

The mission reflects a recommitment that emphasizes theAssociations balanced perspective on the value of the Harbor asa fundamental asset to the regions economic and environmentalhealth.

The Boston Harbor Association will conduct activities thatconform to and complement its organizational vision to be the

experton the sustainable Harbor, its use and its environs.

Organizational Strategies

The Association will continue as a stand-alone entity but becauseof its big picture, balanced approach will be a proactive partnerto other organizations which may be more limited in theirapproach to Harbor related issues.

The Associations organizational growth will continue to be issues

based not geographic. This approach provides anorganizational identity which recognizes the regional aspects ofthe Harbor as an asset, without an organizational commitment toopening additional offices.

A revenue diversification plan will include the pursuit ofphilanthropic foundation dollars and individual giving beyond theannual auction.

The use of public processes (testimony, comment letters, opinionpieces and task forces) will remain critical to reinforce the

Associations expert status to both respond to the ideal of abalanced Harbor as well as to raise general awareness of thevalue of the Harbor.

The value of this tactic will be enhanced by non-governancemechanisms for broadening and cultivating new generations ofHarbor supporters (e.g. advisory board, membership expansion).


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Additional strategies will include programming activitiesconsistent with grant-related funding, however these programsand activities will not become ends rather these activities willbe used to promote the work of the Association, to broadenawareness of the Harbor, and to promote civic engagement and

environmental stewardship, including by youth.

Like any strategic planning document this is a guide for the organization overa period of time; it is based on certain assumptions, facts and externaldynamics that were relevant at a particular time but which may also change.The ongoing value of the document is as a tool for the Board and staff ofTBHA to consider the best use of resources when responding to opportunitiesand challenges.


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II. Strategic Plan Process and Analysis

1. Planning Process

The strategic planning process was a multi-phase process that included

background research and stakeholder surveys, financial and situationalanalysis, a series of facilitated board level planning sessions, and ongoingmeetings and communication between staff and consultants.

The research phase included 35 separate interviews with Board membersand other interested parties, including public officials. An electronic survey ofmembership was conducted but notably, there was little response due to lownumber of email addresses in the database. Significant research was alsoconducted regarding the status of a variety of issues relevant to BostonHarbor and to harbor areas in general. Representatives from otherDesignated Port Areas Gloucester and Baltimore--were also interviewed.

Additional data included a retrospective budget analysis (ten years),budgetary and mission-related data from organizations identified ascompetitors as well as observations and commentary from the consultants.

The information, data and commentary from this process were thenpresented to a group of Board members and the Executive Director on sevenseparate occasions (two updates at Board meetings and five strategicplanning sessions). The intention was to provide the working group with aframework for thinking about the organizations strategic direction for thenear future. Each individual presentation was further shaped by informationand data from a traditional SWOT (Strengths, Weaknesses, Opportunities,

Threats) approach and within the context of the Associations uniqueorganizational development trajectory.

2. Organizational and Situational Context

The Boston Harbor Association (TBHA) was founded in 1973 by the League ofWoman Voters and the Boston Shipping Association. Its founding was andremains a unique collaboration between the civic minded and thecommercial sectors in Boston. The work of the Association was deemedexceptional by all of those interviewed; however the interviews also revealedsome organizational identity challenges. For example, some Board members

believed that the Association should do more programming activities, suchas the Harborwalk tours; some believed that the organization should expandgeographically. Those outside the Association did not see TBHA as aprogrammatic model, rather as a commercial interest group and still othersbelieved that it should merge with other nonprofits operating in a similarspace.


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From an organizational development perspective, there were other issues,most notably the dependence on the annual auction and the centrality of theExecutive Director to the Associations day-to-day work and overallorganizational identity. These two issues, particularly within an organizationof 34 years, where a natural assumption would be a deeper infrastructure,

raised standard organizational development concerns regarding theAssociations long-term viability.1

The consultant was also concerned that the emergence of other advocacygroups on matters related to the Harbor and the waterfront area in generalwould compromise the Associations status by capturing certain issues andforcing the TBHA into a narrow and decidedly commercial identity.

The Association had done a good job of balancing the civic and commercialsector vision that its founders had imagined, but the changing times raisednew issues about how that could be done going forward. There was also

concern that all the attention focused on the development of the innerHarbor area that borders Boston proper would over shadow the inherentregional nature of the Harbor as an asset.

In summary, the organizational issues which prompted this process werebased on the Associations success; however there were and remain largerinternal and external factors which the Association needs to consider in orderto remain successful. These issues are:

competition on the public access and harbor/environmental issuesleading to potential program redundancy among the myriad of

nonprofit groups laying stake to the tremendous asset of the Harbor asa destination point;

a generally competitive environment for all small nonprofits,particularly those that derive significant revenue from events, and

a Board profile that has made it difficult to raise foundation dollarsbecause it appears to represent a small and commercial constituency.

These changing times also include real opportunity for the Association aswell. The renaissance that had occurred on the Inner Harbor and theintentional direction that policy makers, planners and others have made tolook to the Harbor as a defining characteristic for the City would lead to aBoston Harbor association if the currentAssociation did not exist.

1 The viability question is complex because of course the commercial interests would find a way to preserve the organization; but

the reality is that there is too much dependence on both the annual auction and the Executive Director.


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Of all of the internal and external factors the Association needed to consider,the fundamental strategic challenge for the Association was its identity.What should the Association look like now that the Harbor was clean and theHarborwalk a reality? Thoughtful discussions occurred about theorganizations identity and they were framed by such questions as:

Was the new work of the Association to develop additionalprogramming and activities to promote public access broadening itsidentity and visibility?

If so, how did this type of activity relate to the mission of preserving

and supporting Boston Harbor and the working port?

Should the organization continue its current work, but grow theorganization by branching out geographically?

If the working port remains a primary focus, how can the Associationbroaden its public support?

The organizational and situational context for TBHA was not unique, butreflective of a predictable trajectory of issues and challenges that healthyorganizations commit to deal with openly and strategically, which is whatoccurred throughout the strategic planning process.

3. Financial Analysis

Although the Association is small, it has successfully managed to live withinbudget and maintained financial stability over the last 15 years. Its budget iscomparatively smaller than some of its sister organizations, due in part to itssuccess in securing in-kind contributions, such as free office space for thepast twenty years , pro bono counsel for the past two decades , and a freefirst-class waterfront venue and donated buffet for its annual fundraiser.Figures 1 and 2 on page 6 provide revenue and expense comparisons (Note:2003 total revenues for Island Alliance includes a one-time environmentalmitigation contribution provided by an energy facility). Such a disparity maysay more about the size of the niche that TBHA operates in rather than adisparity in the effectiveness of the organization. For example, Save theHarbor/Save the Bay does considerably more programmatic work in terms ofyouth tours, etc., while TBHA focuses more on public policy which facilitatesaccess and programs on the Harbor and its edge. Such a public policy focusmay in fact require less staff resources.


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Total Revenues

0

1000000

2000000

3000000

4000000

50000006000000

7000000

2001

totalR

even

ues

2002

totalR

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ues

2003

totalR

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ues

2004

totalR

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ues

2005

totalR

even

ues

The Boston Harbor

Association

Charles River

Conservancy

Charles River Watershed

Association

Esplanade Association

Island Alliance

Save the Harbor/ Save

the Bay

Figure 1: Revenue Comparison

Total Expense Comparison

0

500000

1000000

1500000

2000000

2500000

3000000

2001

totale

xpense

s

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The Boston Harbor

Association

Charles River Conservancy

Charles River WatershedAssociation

Esplanade Association

Island Alliance

Save the Harbor/ Save the

Bay

Figure 2: Expense Comparison


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The current, relatively small operating budget presents opportunities forgrowth to further enhance TBHAs programs. Increased budget size forfunctions such as marketing and fundraising would increase organizationalcapabilities while allowing the Executive Director to focus on policydevelopment and new programs. Figure 3 details the expenditure on

organizational capacity of TBHA and other harbor-related organizations.

Comparison of Other Expenses (Mgmt.,

General, Fundraising, etc.)

0100000200000300000400000

500000600000700000800000

2001

other

exp

ense

s

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other

exp

ense

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other

exp

ense

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ense

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The Boston Harbor

Association

Island Alliance


the Bay

Figure 3: Capacity Expense Comparison

As shown on Figure 4, TBHA is outperforming others in terms of membershiprevenue. The 1050+ membership base is important for an expertorganization in order to demonstrate a constituency to funders and policymakers.


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Comparison of Membership Revenue

0100002000030000400005000060000

700008000090000

2001

mem

bershi

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nue

The Boston Harbor

Association


the Bay

Figure 4: Membership Revenue

4. SWOT AnalysisThe desired strategic position of expert is consistent with much of TBHAscurrent position; however, this current position is a factor of a decade of veryspecific activities geared to promoting a cleaner Boston Harbor andincreased public access, as opposed to an intentional strategy to be theexpert on Boston Harbor. The SWOT Analysis (Strengths, Weaknesses,Opportunities, Threats) sets the stage for the actual strategies and activities

TBHA will need to formally claim this position.

Strengths

Vivien Li

TBHA Board of Trustees with institutional knowledge and who areconsidered experts

History of success

Financially stable

High profile organization

Reputation as sophisticated and visionary

Governance structure which complements the work to date


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Focused activities serve to preserve organizational nimbleness

Weaknesses

Over reliance on Vivien LiFinances too dependent on annual auction

No significant recent history of philanthropic funding or individual

donor base

Havent identified next generation of Board members and corporatesupporters

Lack of an effective data base infrastructure and membership

recruitment andrenewal program

Board composition is necessary to mission objectives, but limitsorganizational identity

Very limited staff resources, which means Executive Director spendstime on non-expert activities

Threats

There is little to no staff institutional history besides Vivien Li

The competition for event based funding is intense and will becomemore so

There are at least 15 organizations working in and around Harbor andtributary issues, and while most are smaller, they do claim issues andresources that could be available to TBHA

Other Harbor related organizations want to own the environmentalissue and could box in TBHA

The demographics of Boston are changing out of state corporationswith less attention for local issues and surging numbers of immigrantsrequire that TBHA identify ways to broaden its support

Opportunities

The success of the last ten years has created a brand


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The intense level of business and residential related activity that willoccur in the new waterfront neighborhoods provide a new range ofpossible donors, partners and potential owners of Harborwalkmaintenance

This business activity and the residential growth will create newdemands, transportation chief among them that will provide TBHA witha range of issues to take on as the expert in the Harbor area

TBHA has higher membership revenues than other Harbororganizations such as Save the Harbor; this provides a great start tousing membership as a strategic tool for cultivating public support andmaking the TBHA websites and TBHA social networking websitesdestination sites for information and information sharing, furtherenhancing the expert identity

A tipping point phenomenon is occurring on the issues of sustainabilityand corporate responsibility, issues which are exemplified by the workof the Association over the last ten years this gives TBHA a newvocabulary for engaging new partners not to mention leapfrogging thecompetition.


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III. Findings and Conclusions

1. Strategic Positioning

Mission and Tag Line

A fundamental step in developing a strategic plan is the identification of astrategic position. The strategic position captures the way in which theorganization wants to be perceived and what niche the organization holdsvis--vis the competition. The process includes a review of mission,organizational vision and then a realistic scan as to where the organizationactually operates today in relation to the desired position.

In order to arrive at a strategic position, TBHA reviewed its mission, tag lineand underlying operating principles. The overwhelming response to thequestion of mission was to adjust the original mission:

Original MissionAn association of corporations, individuals and organizational membersallied to enable balanced environmentally sensitive, accessibledevelopment.

New MissionAn association of individuals, corporations and organizational membersallied to enable a clean, vital and accessible Boston Harbor and topromote understanding of its relationship to the region.

The language of the original mission was changed to broaden theAssociations focus on development and capture the wide array of issues itencompasses. This shift recognizes that the majority of development on theHarbors edge is permitted and/or complete, and that new issues such aswater transportation and climate change are emerging. This shift hasimplications for governance in that new issues will require new expertise andguidance.

While the existing tag line reflects a key ongoing value of the Association -balanced use - the word vital was selected over alive because it wasdeemed to capture the full range of how central the Harbor is to the

economic well-being of the region.

Original Tag LineFor a clean, alive and accessible Boston Harbor

NewTag LineFor a clean, vital and accessible Boston Harbor


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Together, the new mission and tag line set the parameters for theAssociation to work towards a strategic position as expert on theeconomic, environmental and public access matters related to theHarbor.

Rationale for Strategic PositionThe Boston Harbor Association will continue to be the expert onHarbor related issues. This expert identity will include the economic,environmental and public benefit implications of the use of the Harbor;the use of the water sheet, development on the Harbors edge andactivities within Harbor areas.

The expert perch is not a new attribute for the Association; however, along-term strategic and tactical plan to intentionally be the expert is anew way of thinking about the work of the organization. This expertidentity is more than a desired position; it is a realistic, achievable

objective that is exceptionally responsive to known trends, needs andexternal factors identified in the environmental scan as well as tospecific internal or organizational matters that must be addressed.These include:

The return to the Harbor theme that has permeated the vision ofand for the Citye.g., the Crossroads initiative, the Seaport District,and the Fort Point Channel area as a 24/7 neighborhood

The importance of the Harbor and the Working Port to the City inparticular and to the regions economy requires an entity which has

the capacity and standing to represent a wide constituency.

The potential to significantly distinguish TBHA from other Harborrelated organizations is critical to its ability to raise money becausethe expert can capture and own the balanced approach(working port, sustainable port, public access).


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Sustainability

- "Clean"

Public

Access -

"Accessible"

Working Port

- "Alive"

Figure 5: The Expert Model - A Balanced View

This distinguishing characteristic also capitalizes on the emergingsustainability zeitgeist, with the Harbor area as a prime exampleof how to incorporate sustainability practices, including botheconomic and environmentally sustainable measures. This

connection with sustainable practices will be significant to a rangeof funders.

The expert identity is already an attribute of the Executive Directorand TBHAs Board of Trustees, so as an intentional strategy toorganizing future activities, it builds on strength and is not a stretchfor the organization.

As an organizational model the expert model provides for multiplefunding options and does not require significant infrastructure thatneeds to be maintained. For example, the expert performs activitiessuch as convening and issuing reports, activities which are episodicand can be activated when funding is available, or be contractedout. This is in contrast to a programmatic identity, which can becompromised if there is insufficient funding for programs.

3. Organization Implications for New Strategic Position

- "Vital"

and Economically Significant"


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The Association is a unique and important organization. Its work to preservethe working port, improve water quality in the Boston Harbor, maintainenvironmental integrity, and promote public access have contributed to anextraordinary renaissance in the Harbor area. The Association faces two setsof entwined challenges, those that are typical organizational development

issues common to smaller nonprofits such as:

need to encourage revenue diversification,

broaden leadership at the staff and trustee levels, and

continue to demonstrate relevance, core competencies and uniqueniche relationship in a crowded field.

and those which are idiosyncratic to the way in which the Association hasevolved and responded to external factors, including: :

the need to establish new relevance in the inner Harbor where thebulk of the Associations public identity rests, now that the mainactivities of improving water quality and promoting public access haveseen significant progress but much still remains to be done andmonitored over time;

how best to position the Association to extend and create relevance onbroader issues such as water transportation and sustainable greenwaterfront development;

how best to capture the regional nature of the Harbor asset,particularly given the obvious focus on Boston proper, and

the need to build an organizational infrastructure that supports anexpert identity.

There are a number of ways in which the Association can move intothis position. In order to help focus how the Association thinks aboutwhich strategies and tactics to pursue, the following set of principleswas developed. These Underlying Principles provide the Association

with a conceptual framework for decision-making.

Underlying Principles

The strong representation of commercial, harbor, community, andgovernment interests on the Board and amongst the membership isconsistent with TBHAs mission and should continue. However, theAssociation will be intentional in its pursuit of new Board members


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who represent the diverse constituencies and users of the Harborand strive for a balanced governance structure which representsthe wide range of Harbor stakeholders.

TBHA will strategically address development and infrastructure

issues which extend to Mass Bay, Outer Harbor, Inner Harbor, andits tributaries and engage on all issues which affect thesustainability of Boston Harbor, regardless of geography.

TBHA will grow in a financially sustainable manner throughdecreased reliance on the annual auction and increase solicitationof more project-based funding for expert related activities such asconvening and preparing white papers.

TBHA will provide programming activity that is strategic to itsexpert status, raises public awareness, and/or promotes civic

engagement.

TBHA will collaborate with other organizations and institutions onprogramming and activities which meet these principles.


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IV. Strategic Goals, and Objectives

The analysis, related data, and implications based on new strategic positionlead to the emergence of two overarching strategic themes about how theAssociation will be known (strategic position) and how this position will be

achieved (strategic plan) . Those strategic themes are:

the expert on a sustainable Boston Harbor which embraces bothenvironmental and economic factors, and

TBHA will be a collaborative and proactive partner with othernonprofits and institutions, the business community and the generalpublic on matters which relate to sustainable practices in, on andaround Boston Harbor and the working port.

These strategic themes have implications in five broad operational areas

listed below.

1. Fundraising2. Governance3. Issues4. Constituency Building5. Marketing and Greater Visibility and Public Understanding of Boston

Harbor Issues

Each operational area contains strategic goals, specific objectives, arationale for why the organization is pursuing such goals, and a prioritized

list of activities to achieve the desired strategic objective. High priorityactivities will be achieved within six to twelve months following adoption ofthe strategic plan, with low priority activities to be completed within threeyears.


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1. FundraisingStrategic Goal Diversify and expand funding base

Strategic Objectives Grow annual budget to 500K by 2012

Broaden public support for the mission of TBHA

Rationale While the annual auction serves the organization well as a means to raise the

profile of the organization and as a source for unrestricted dollars, TBHA willdecrease its reliance on the auction as a percentage of the annual budgetthrough project-based funding and expanded individual donor base .

Activities High Priority Hire a part time development person or consultant

Create a development plan that includes individual givingand grant support

MediumPriority

Establish a minimum, sliding scale contribution fromcorporate Board Members

Define and implement a membership fundraising program

Lower Priority Create corporate scholarship model to provide educational

and training opportunities for area youth


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2. GovernanceStrategic Goal Maintain an effective and representative Board.

Strategic Objectives Create mechanisms which extend the influence of the governing board

Demonstrate representative and balanced decision making to policy makers andfunders

Insure the fiscal stability and mission integrity of the organization

Rationale The strong representation of commercial interests on the Board is consistent withthe organizations mission, but the board also needs to reflect the diverseconstituencies in the Harbor area to a greater degree.

Activities High Priority Maintain at least one board seat for a resident of the Harborneighborhood and one for a maritime worker.

Seek board members in the 25-40 year old range.

Establish functioning subcommittees of the Board, including adevelopment sub-committee.

Examine schedule and duties of Executive Committee.

MediumPriority

Establish an honorary board. Convene expert professional advisory boards as needed .

Lower Priority Establish a Youth Council (under 21) that meets at least annuallyand commits to volunteer regularly


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3. IssuesStrategic Goal Preserve and support a sustainable Boston Harbor and port

StrategicObjectives

Raise awareness of the vitality and the economic, environmental, and cultural value ofBoston Harbor to the region.

Rationale TBHA will continue and broaden its current expert approach to policy development and

infrastructure issues in the Inner Harbor, Outer Harbor, and tributaries, and willstrategically engage on all issues which affect the sustainability of the working port andthe waterfront. Given the changes that TBHA has helped to shepherd on the Harbor, theorganization will continue to be an active, prominent voice on land use matters in thewaterfront neighborhoods and will have as a major focus water transportation of peopleand goods.

Activities High Priority Consistent with TBHAs expert status, convene and collaborate onannual forums, white papers, and/or annual scheduled luncheonbriefings to staff of relevant legislative committees on issues suchas : Working Port and Designated Port Areas; Vitality of BostonHarbor, including public access and economic development;Environmental quality and sustainability; and Water

Transportation of people and goods.

Medium Priority In conjunction with another expert organization, convene asymposium on the potential effects of climate change to BostonHarbor..

Conduct a campaign in conjunction with others to assign portionsof the Harborwalk upkeep to commercial property owners,condominium associations, and neighborhood associations.

Monitor and report on the new drainage system in the 100 acresFort Point Channel area.


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Lower Priority Remain an active participant in connecting the Emerald andSapphire Necklaces and the Rose Kennedy Greenway with thewaterfront in an effort to increase public awareness of BostonHarbor.

Create a safe Harbor as a convener for issues which may createconflict in the new neighborhood e.g., the design andmaintenance of new parks and general streetscapes.


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4. Constituency BuildingStrategic Goal Build the case that TBHA is the place for civic engagement on Harbor related

matters

Strategic Objectives Develop programming that will broaden support for Boston Harbor

Create active linkages to a wide and diverse constituency

Create mechanisms for reaching younger audiences.

Rationale TBHA will only provide programming activity that is strategic to its expertstatus or its need to raise public awareness, increase membership, orpromote civic engagement. The organization will not create programmingthat requires ongoing fund raising or which cannot be easily managed byvolunteers. As the central node on the network of organizations andindividuals concerned with the Harbor, TBHA will continue to promote otherHarbor related programming on its web site and collaborate with otherorganizations on programming which meets its goals.

Activities High Priority Build in follow-up mechanisms for program participantsto capture their sense of the experience and to keepthem engaged with TBHA

Conduct surveys of membership on matters related tothe Harbor and use the information to craft opinion

pieces that demonstrate the Associations finger on thepulse

Send email alerts, when strategic, to encouragemembers to promote or support specific issues andalert members to TBHA in the news

Continue to involve members and stakeholders in orderto promote and support TBHAs goals on Harbor-relatedmatters.

Medium Incorporate a sustainability theme and promote


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Priority environmental stewardship in public education andvolunteer efforts

Incorporate new technologies (Web 2.0) in an effort toreach a broader constituency

Convene a Boston Harbor Charrette in two years.

Engage young people with TBHA, potentially through aYoung Professionals group, including social,fundraising, and educational activities.

Lower Priority Create opportunities for greater youth participation inBoston Harbor issues, including such communities asEverett, Chelsea, Boston, and Quincy.


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5. Marketing and Greater Visibility and Public Understanding of Boston Harbor IssuesStrategic Goal Greater recognition of TBHAs expert status on Harbor issues related to

environmental and economic sustainability, public access, and watertransportation of people and goods

Strategic Objectives Leverage status of Executive Director and Board of Trustees to promotethe organizations expert role

Leverage organizational network that Board represents to create positive

media coverage of TBHA and its partners Distinguish TBHA from other Harbor organizations in the public eye.

Rationale Local media currently looks to TBHA as source of expertise on Harbor relateddevelopment projects, a fact which affirms its strategic position, but TBHAneeds to both broaden and deepen its ownership especially onenvironmental and public access issues with the general public.

Activities High Priority Develop marketing and outreach plan, including use ofWeb 2.0 technology, with flexibility to respond to issuesas they arise.

Collaborate with other groups on Boston Harbor issues.

MediumPriority

Craft a staged public relations effort to raise the issue ofwater transportation and the need for infra structureinvestment

Utilize and update new technologies, including socialnetworking websites, to increase public understandingand involvement in Boston Harbor issues.

Lower Priority Seek a board member with marketing expertise to assistTBHA in increasing its visibility on Boston Harbor issuesand in fostering a greater public understanding andsupport of harbor issues.


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Section V. Organizational Milestones

The timeline for the activities associated with the strategic plan vary and arebest set by the Executive Director; however the activities and strategiesidentified in the body of this report should yield the following

accomplishments over time:

ExpertIdentity

DiversifiedInfrastructure

BroaderSupport

Year 1Accomplishments

Utilize existingtrustees toassist in whitepapers and/orlegislative

briefings, anddetermineappropriatestaffing needsto reinforceexpert status.

Part-time staff orconsultant ishired and createsplan thatdecreases

reliance onannual auction

Institute trusteesDevelopmentsub-committee.

Board seats aredesignated for atleast one Harbor arearesident and onemaritime worker.

Encourage boardmembers in the 25-40 year old range.

Potential trusteeswith desiredexpertise,governance, and/orfundraisingexperience areidentified, cultivated,and asked to join theBoard at theappropriate time.


A BostonHarborcharrette isconvened and areportproduced whichsets theagenda for theHarbor

Developmentsub-committeeactively workswith staff onbroader fundingopportunities

Young peopleparticipating in TBHAprograms and/orstudent internsprovide input andsuggestions totrustees and staff onprograms andoutreach


TBHA partnerswith otherinstitutions ornon-profits tohost a regionalforum.

Theorganizationalbudget reaches500 K, with morethan 50% fromnon auction

sources.

There is an annualincrease of 5% in thegeneral membershipcategory and a 70%retention rate.


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Appendix A: List of Interviewees

Board and Staff

Rick Dimino

Jamie Fay

Robert KenneyVivien Li

Katie Mastriani

Alden Raine

Darnell Williams

Funders

Ashley Lanfer

Strategic Grant Partners

Milton Little

CEO, United Way

Geeta PradhanThe Boston Foundation

Robert Pratt

Kendall Foundation

Mariella Tan Puerto

Barr Foundation

Prentiss ZinnGrants Management Associates

Government

Richard Armstrong

Executive Secretary, Seaport Commission

Ian Bowles

Secretary of Energy and Environmental Affairs

Bill LearPort of Maryland

Wyndom Lewis

Chief of Staff, Office of Economic Development

Meg Lusardi

Chief Analyst, Massachusetts Division of Energy Resources

Brad Swing

Office of the Mayor, City of Boston

Environmental

Barbara Bathshalom

Executive Director, Green Roundtable

Roseanne Bongiovanni


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Director, Chelsea Green Space Alliance

Fara Courtney

Good Harbor Consulting

Paul Lipke

Executive Director, Sustainable Step New England

Dan Sosland, Executive Director

Sam Krasnow, Staff Attorney

Environment Northeast

Thaleia SchlesingerBoard Member Conservation Law Foundation

Carol Wasserman, Esq.

ESS Group (also Port of Fall River)

Jack Wiggin

Executive Director, Urban Harbors Institute at UMASS

Civic Perspectives

Abdul Kadir HusseinExecutive Director, East African Alliance

Gloria Larson

Partner, Foley Hoag

Paul Levy

CEO Beth Israel Deaconess Medical Center

Jerri Robinson

Vice President, Boston Childrens Museum

Marie St Fleur

State Representative

Tbha Strategic Plan 612fnl 1

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