YOUR PLAN ¥ Do you have a current corridor management plan (CMP)? ¥ How are you implementing your corridor management plan? ¥ What are your bywayÕs goals and objectives? ¥ Do you have a plan for achieving your goals and objectives? Making the Grassroots Grow: Building and Maintaining Effective Byway Organizations YOUR PLAN Image Caption: Planning is an ongoing process. Some byways have supplemented their corridor management plans with plans to address specific work areasÑstrategic plans, financial plans, marketing plans, vegetation management plans and interpretive plans. WhatÕs Next? Building on Your Corridor Management Plan Now that youÕve got your organization together, how do you keep everyone moving in the same direction? Written plans can be an effective tool to manage your byway and move closer to realizing your organizationÕs dreams and goals. A corridor management plan (CMP) was probably your organizationÕs first planning document. Completing a CMP is a significant achievement and one that everyone involved has a right to be proud of. Such a plan includes your bywayÕs current conditions, goals for your byway, concrete objectives for moving toward those goals, and perhaps a general sense of which goals and objectives hold the highest priority. LetÕs assume that youÕve completed your CMP and you have a group assembled that represents your current byway organization. What now? Some people will no doubt be ready to dig in and get things done. Others may be more inclined to step back and take a compass reading before setting out. Despite the temptation to get moving, it may be in your best interest to take a step back and be sure that you have all the necessary provisions and a clear game plan before taking to the field. Successful CMP implementation requires a certain amount of groundwork. Implementing a CMP To successfully implement your CMP, you will need to: ¥ Prioritize objectives ¥ Create work plans ¥ Establish record keeping systems ¥ Secure initial funding ¥ Consider staffing and volunteer needs YOUR PLAN: WHATÕS NEXT? Making the Grassroots Grow: Building and Maintaining Effective Byway Organizations YOUR PLAN: WHATÕS NEXT? Photo Caption: A five-year ÒInvestment PlanÓ guides efforts along the Edge of the Wilderness Scenic Byway. This multi-year strategy helps the byway organization prioritize projects, seek funding and coordinate efforts with partners such as the Minnesota Department of Transportation and the USDA Forest Service.This interpretive plaza was one of the first projects implemented as a result of this ÒinvestmentÓ planning process. Prioritize Objectives Your organization needs to determine which objectives to work on immediately, and which to focus on later. The first project can build momentum for later ones. Enjoying an early success can increase an organizationÕs credibility, confidence and camaraderie. Start simple. Choose an objective that enjoys broad support, makes a noticeable impact on the byway and takes a relatively short time to complete. Those who withheld judgment to see how well your walk fits with your talk will scrutinize your initial work. Plan well so that you present a positive first impression. Clearly model the kind of openness and community inclusion that will win over skeptics and dispel fears. No one can predict or anticipate everything, so expect to be surprised and be ready to respond. Identify your spokesperson and clarify when that individual speaks for the byway organization. Develop a Work Plan Your CMP will probably not include the specifics of a work plan. ThatÕs fine. Your CMP is the framework for your ongoing efforts; your work plan defines the specifics of how that framework translates into tangible outcomes. Sometimes called an implementation plan, a work plan states in very precise terms what you will do to reach or implement the objectives identified in your CMP. As you begin implementing your CMP, remember that it serves as a framework for what you want to accomplish. The prioritization of those goals and the means to accomplish themÑyour objectivesÑmay need modifying once you start working. You may find a significant perspective that wasnÕt previously considered. ItÕs far wiser to revisit the CMP and incorporate this input than it is to steam ahead, pretending the opposition doesnÕt exist. Keep Records Record keeping can seem like a waste of time, but rarely is. Good record keeping is essential to document decisions made, income and expenditures. Maintaining an accurate database of names and addresses allows you to keep interested parties informed. The likelihood that a variety of individuals will be working on a variety of fronts simultaneously to implement your CMP requires coordinating those efforts. When faced with explaining or articulating the organizationÕs position, a record of what was discussed and who was present can be very helpful. TIP! Records to Keep What kinds of records should your organization keep? ¥ Meeting minutes ¥ Membership lists ¥ Copies of grant applications ¥ Bylaws and articles of incorporation ¥ Financial records ¥ Application for nonprofit status ¥ Tax documents ¥ Plans (CMP and others) YOUR PLAN: WHATÕS NEXT? TIP! Become Part of the Plan Across the country, local governments develop plans (comprehensive plans, land- use plans, smart-growth plans, signage plans, regional transportation plans, etc.) and create strategies to guide a communityÕs land use, economic development and resource management.Work to have your bywayÕs goals and objectives incorporated into these important planning documents.They can significantly impact your corridor! Secure Funding and Assess Staffing Securing initial funding is important. Even if you rely primarily on volunteers, you will undoubtedly encounter a variety of expenses. Meeting space, copying and mailing costs all add up. Depending on the scope of your early efforts, you may or may not opt to hire employees or establish contracts with individuals or entities. This decision usually goes hand in hand with your funding options and needs. Moving beyond the CMP Planning is an ongoing process. As your organization matures, you may find you need expanded plans to address specific work areas. These plans supplement and build on the corridor management plan. For example, some byway organizations have developed strategic plans, financial plans, interpretive plans and marketing plans. Strategic plans help identify long-term goals and direct the organization towards fulfilling those goals. Strategic planning often involves: ¥ Assessing the current environment. ¥ Defining your bywayÕs purpose and mission. ¥ Deciding what you want the byway to look like in three to five years. ¥ Recognizing your bywayÕs strengths, weaknesses, opportunities and threats. ¥ Mapping out a course to take the byway from its current to its desired position. Financial plans outline long-term financial strategies, including multi-year project timelines, possible funding sources and fundraising goals. The document outlines a year-by-year approach to planning upcoming projects and explains how they will be funded. Marketing plans are strategic actions that guide your organizationÕs marketing activities for a specified period of time (usually one year). A marketing plan contains information about your byway and what it offers to visitors, marketing objectives and strategies, budget information, as well as how you will measure the success of your marketing activities. It describes all the marketing activities youÕll perform (such as promotional activities, developing marketing partnerships, advertising, visitor surveys and more). Interpretive plans define an organizationÕs interpretive objectives and outline a plan for accomplishing them. The planning process may involve: ¥ Defining interpretive objectives. ¥ Conducting an inventory of local resources and attractions. ¥ Developing interpretive themes and sub-themes. ¥ Prioritizing attractions and resources. ¥ Outlining an interpretive program (tours, visitor centers, special events, signs, publications, exhibits, etc). ¥ Developing plans to implement and evaluate the interpretive program. "The future does not get better by hope, it gets better by plan. And to plan for the future we need goals." Jim Rohn Photo Caption: Big efforts require planning, resources, and time! The Rogue-Umpqua Scenic Byway (Oregon) has benefited from this type of long-term investment. A comprehensive Development Plan, drafted by federal and state agencies, provides guidance for work along this corridor. Over twelve years, $22 million dollars has been used to implement a number of projects to enhance visitor access and experience while protecting area resources. YOUR PLAN: GOALS, OBJECTIVES AND WORK PLANS Goals, Objectives and Work Plans: Tools to Succeed Photo Caption: Ensuring a unique travel experience for hundreds of thousands of visitors while protecting a unique coastal environment is a delicate balancing act for CaliforniaÕs Big Sur Coast Highway. The State of CaliforniaÕs Department of Transportation (CALTRANS) has managed the byway since the early 1920s. With so much at stake along the Big Sur, projects each year are varied and complex. Current work plans include implementing strategies to improve the highway in a landslide- prone area,preparing a Vegetation Management Guide, acquiring property segments for view-shed protection, and installing structures for rockslide protection. The measure of any groupÕs effectiveness is its ability to accomplish its goals. Effective groups, like effective individuals, get things done. Yet, just checking items off a ÒTo DoÓ list is not effective, unless those accomplished tasks are moving you towards realization of your bywayÕs vision. Your vision statement is the groupÕs ultimate destination, much like a mountain peak standing before a climber. Being mindful of the end reward can be essential in maintaining oneÕs perseverance, but attempting to scale even a small peak without a map, compass and climbing plan is almost certain to end in failure. Similarly, attempting to implement your vision for a byway without a work plan that has clear goals and objectives invites the kind of disjointed activity that beckons for a rescue. The vision statement provides a target to aim at, but doesnÕt do much in articulating how to get there. That is where the work plan comes in. A work plan is just thatÑa plan for getting the work done. To be effective it must be clear and it must include: ¥ What will be done ¥ How it will be done ¥ Who will do it ¥ When it will be finished Your goals and objectives set the stage for your work plan. The goal is a broad statement of what is to be accomplished. It does not specify how the outcome will be achieved, when it will occur or who will work on it. The objectives (there are generally several under any goal) state the groupÕs plan of action. They indicate what will be done to reach the goal (who and how) and a time line for completion (when). Articulating this in detail provides clarity in determining the steps along the way and provides a means for measuring oneÕs progress toward the summit. A work plan provides the details for implementing each objective by listing projects, responsible parties, funding, time and resources. "The main thing is to keep the main thing the main thing." Steven Covey YOUR PLAN: GOALS, OBJECTIVES AND WORK PLANS TIP! Invite Creativity As you plan, invite creative solutions. State your goals in broad terms that leave the ÒhowÓ open.You might discover better routes to reach the same goal. Should You Write a Goal and Objective for Everything? Of course, there can be too much of a good thing, which is also true of planning. Few people write out goals, objectives and work plans for a day at the office or other routine activities. Sometimes itÕs just not worth the time it takes to write everything out. So when should you just go for it? When is it best to think it through and put a plan on paper? In general, itÕs worth the time to commit a plan to paper when any of the following is true: ¥ There is a need to ensure shared understanding of the goals. ¥ The people devising the plan may not be the ones who will carry it out. ¥ The plan needs the approval or consent of more than just its author(s). ¥ The steps to Ògetting it doneÓ are not routine or immediately evident. ¥ ItÕs important to identify the ÒtrueÓ goal. For example, stopping development along the byway is a strategy, whereas maintaining the natural attractiveness of the byway corridor is probably the true goal. Stopping development is actually just one possible way to accomplish the desired goal. ¥ The plan should be communicated to byway stakeholders. Goals and Objectives: Different but Equally Important Many times goals and objectives get confused. A true goal will have a number of ways that it can be reached. Avoid using action steps as goals.  Photo Caption: Big dreamers have big goals. In 1996, the Illinois Department of Transportation (IDOT) announced its intention to remove an old bridge along the National Road, west of Greenup, Illinois.This threatened the river crossing as well as a segment of the National RoadÕs original alignment.When local citizens expressed strong concerns about losing this piece of history, IDOT granted the county and the Village of Greenup two years to develop a plan to preserve the crossing and the roadway. The group focused on an ambitious goalÑbuilding an authentic replica of the covered timber bridge that had stood on the site more than a century and a half before.Today, the 392-ton Cumberland County Covered Bridge is reported to be the longest single-span covered timber bridge in the United States without a posted load restriction. YOUR PLAN: GOALS AND OBJECTIVES GOALS What is a goal? A goal is a broad statement of what is to be accomplished. It does not specify how the outcome will be achieved, when it will occur or who will work on it. Why do you need to identify your goals? In any community group, a variety of concerns, preferences and special interests exist. Goals set direction for a group and help make sure the group is focused on the same things. What are the characteristics of a goal statement? ¥ It identifies a desired outcome. ¥ It specifies the target group (community residents, teenagers, business owners, etc.). ¥ It focuses on a specific need. ¥ It falls within the groupÕs purpose or mission. Examples: To increase bicycle use in the corridor. OBJECTIVES What is an objective? An objective is a statement that specifies how a goal or outcome will be achieved. Why do you need objectives? Objectives are a groupÕs plan of action.They indicate major milestones and deadlines and provide a way to measure progress.Without objectives, a group will not be able to make an effective action plan. What are the characteristics of an objective? ¥ It states a result. ¥ It is stated in measurable termsÑhow many and to what extent. ¥ It identifies when the result will happenÑa specific date or time. Examples: To complete the planning and implementation of a corridor-long bike trail within 5 years. WORK PLANS What is a work plan? A detailed plan that outlines the specific steps needed to complete your objectives. Why do you need a work plan? A work plan is a Òto doÓ list to accomplish each objective.Without a work plan, complex objectives may not be accomplished. A work plan can be a powerful tool to help coordinate group efforts and distribute tasks. What are the characteristics of a work plan? ¥ It identifies each specific task needed to complete an objective and reach a goal. ¥ It identifies who, what, when and how for each task. ¥ It allows you to identify the next steps. ¥ It breaks down large tasks into more manageable tasks. ¥ It provides a written account of group tasks. Examples: Areas of a work plan for a bike trail would include: Public Input Funding Planning Environmental Documentation (NEPA) Design Construction TIP! Gantt Charts Keep You on Track A timeline chart (sometimes called a Gantt Chart) can help you implement decisions and projects. The chart shows what needs to be done, who needs to do it and when it needs to be completed. The basic format lists tasks on the left hand side, followed by the start date, number of days to complete and a finish date. Each task should be assigned one or more owners.To the right of the text listing is a graphical representation of the task duration. Objective: Organize Scenic Byways Conference Task Task Who January February March April May June Form Committeeorm Janet, Bill Set date and location Janet, Bill Plan agenda All Invite speakers Mike Prepare registration materials Karen Mail registration materials Karen,Todd Etc. "Always have a plan, and believe in it. Nothing happens by accident. Ó Chuck Knox YOUR PLAN: Gold Belt Tour Scenic and Historic Byway (Colorado) YOUR PLAN: Gold Belt Tour Scenic and Historic Byway (Colorado): An Example of Ten Goals CASE STUDY: Gold Belt Tour Scenic and Historic Byway ColoradoÕs Gold Belt Tour Scenic and Historic Byway (National Scenic Byway) has identified byway goals to address ten important areas of concern: 1. Beautification Provide a clean and attractive appearance along the byway for residents and visitors. 2. Education Increase awareness, understanding, stewardship and appreciation for the rich natural and cultural history, traditional lifestyles, paleontology and land uses that have endured. 3. History Maintain the significant historical characteristics along the byway and in each community. 4. Signs Signs will represent a clear, professional, attractive and consistent message along the byway. 5.Tourism Market the various byway opportunities, attractions and communities so that we match visitor preferences and expectations with the actual product. Photo Caption: ColoradoÕs Gold Belt Tour Scenic and Historic Byway follows old railroad and stagecoach routes leading to North AmericaÕs greatest gold camp, world-class fossil sites and numerous historic sites.In1994, a unique partnership was formed to develop a collective vision for the byway. A 38-member steering committee, representing a broad spectrum of community interests, was appointed to develop a byway partnership plan.Through the solicitation of public opinion and visitor surveys, personal interviews, and the media, the committee invited public feedback to develop a plan that reflects the hopes and desires of the entire Gold Belt community. Case Study continued on next page 6. Economic Health Develop healthy and diverse economies by enhancing existing businesses and tourism- related activities and expanding needed services appropriate to each community. 7. Safety Strive to provide a safe place for people to live and visit. 8. Open Space Maintain the landscapes surrounding our communities as rural ranch land and open space. 9. Environment Ensure that the natural environment is healthy and able to flourish. 10. Quality of Life Sustain the important qualities unique to each byway segment and community.  Photo Caption: Byways share common concerns about corridor integrity and resource protection. Along FloridaÕs AIA Scenic & Historic Coastal Highway, the byway organization has an ambitious goalÑto preserve one of the last remaining stands of maritime hammock left in the state. The group has chosen to identify itself as Scenic AIA PRIDE (Promoting Rational Integration of Development and Environment). Local residents, county staff, business owners, developers, and byway representatives are working together to develop protection ordinances for the corridor. YOUR PLAN: Northwest Passage Scenic Byway (Idaho) CASE STUDY: Northwest PassageScenic Byway Photo Caption: Groups make progress when everyone paddles in the same direction! Twelve goals, identified by the Northwest Passage Scenic Byway, provide organizational guidance. These local residents used traditional Nez Perce methods to craft a dugout canoe from ponderosa pine. In 1805, Lewis & Clark also built canoes here on their search for the ÒNorthwest Passage.Ó (Photo: Jahn Studio Graphics) Northwest Passage Scenic Byway (Idaho): Mission-Based Goals The Northwest Passage Scenic Byway (Idaho) has identified twelve goals to accomplish the bywayÕs mission. Each goal addresses at least one of four elements of the organizationÕs mission statement. The Mission The Northwest Passage Scenic Byway will serve the people and communities of the region in three primary ways: First, we will celebrate the history of our people through byway programs and supported by regional partnerships. Second, we will help educate all who encounter the byway about the importance of the regionÕs traditional industries. Third, our tourism programs will seek to create a more stable economy through diversification. Improvement of the bywayÕs quality and safety will be a primary consideration in all programming. At the heart of this mission is the principle of local direction and control. Our citizens, businesses, and governments will determine how the bywayÕs mission is accomplished. Case Study continued on next page CASE STUDY: Northwest Passage Scenic Byway THE GOALS TOURISM EDUCATION HISTORY TRANSPORTATION SAFETY 1. Actively promote the Northwest Passage identity. 2. Create cooperative promotion programs for byway businesses. 3. Establish promotional programs for byway businesses. 4. Develop a strategic set of quality tourist facilities and services. 5. Enhance and expand local historic museums. 6. Develop educational tools on traditional industries. 7. Encourage community events with historic themes. 8. Identify alternatives for improving byway quality and safety. 9. Engage the Idaho Transportation Department in community development planning. 10. Encourage development consistent with the bywayÕs character. 11. Create systems to engage citizens in planning and programs. 12. Create a system to measure impacts of byway programs. COPY AND DISTRIBUTE Checklist for Implementing your Corridor Management Plan Goals and Action Orientation Yes No Not Sure Is (insert project) a need felt by most of the people in the community? Is there a general understanding and consensus of the goals? Is there general support for the program? Was the community involved in setting goals? Is there a clear focus of what weÕre trying to do? Have we identified ÒdoableÓ actions? Have we clearly identified who is responsible for each action and task? Communications Is there ongoing communication among all members of the effort? Have we communicated our goals to the total community? Have we kept the community informed of our progress? Have we developed or enhanced coalitions among individuals and organizations in the community? Have we developed links outside the community? Resources Have we sought creative ways to use local resources? Have we sought resources from outside agencies? Have we sought to develop coalitions with other communities or countywide efforts to leverage resources? Do we know where to find resources? Do we know how to best use available resources? Created by AmericaÕs Byways Resource Center YOUR PLAN: CHECKLIST FOR IMPLEMENTING YOUR CORRIDOR MANAGEMENT PLAN COPY AND DISTRIBUTE Checklist for Implementing your Corridor Management Plan (continued) Volunteers Yes No Not Sure Have we used volunteersÕ time well? Have we used volunteersÕ skills and expertise effectively? Did they clearly understand their jobs? Did we recognize their efforts? Leadership and Management Do we have a leader(s) who is committed to champion this project? Do we have staff or volunteers who are willing to arrange meetings, assist in communications, etc.? Are the meetings organized and effective? Are peopleÕs talents used effectively? Are the leaders willing to take risks? Are the leaders committed to the effort? Do people follow through on actions? Have we involved new leaders? Are we grooming new leadership? Do we have a ÒmixÓ of people who focus on ideas, tasks and group process? YOUR PLAN: CHECKLIST FOR IMPLEMENTING YOUR CORRIDOR MANAGEMENT PLAN COPY AND DISTRIBUTE YOUR PLAN: SUGGESTED ACTIONS Suggested Actions: ¥ Review and update your bywayÕs corridor management plan. ¥ Write down your bywayÕs goals and objectives. ¥ Create a work plan to achieve your goals and objectives. ¥ Communicate your goals and objectives to stakeholders. ¥ Assess your current status by completing the checklist on pages 235 and 236. ¥ Network with other byways to get ideas on implementing corridor management plans. ¥ Determine your bywayÕs needs for advanced plans, such as a financial plan, marketing plan, interpretive plan, scenic conservation plan, or others. Created by AmericaÕs Byways Resource Center COPY AND DISTRIBUTE References: Implementation Checklist Elizabeth Blue and Priscilla Day, Blue and Day Associates, Duluth, MN. Community Tool Box (Online) Rivers, Trails and Conservation Assistance Program, National Park Service, http://www.nps.gov/phso/rtcatoolbox/. Community Guide to Planning and Managing a Scenic Byway U.S. Department of Transportation, Federal Highway Administration. The Road Beckons: Best Practices for Byways AmericaÕs Byways Resource Center, Federal Highway Administration, and the American Association State Highway and Transportation Officials, 2001. Notes: Making the Grassroots Grow: Building and Maintaining Effective Byway Organizations