Strategic Planning Update2!07!188583 7

Parks and Recreation
Division
Strategic Planning Update
Presented by:
Paul N. Curtis
Timetable
Step 1 – Analysis/Assessment of the Vision 2020 Plan and
the Waterways Commission Strategic Plan (2000-2005) –
November, 2007
Step 2 – Conduct Workshops with PRD Districts and interact

with Department EcoTeams to introduce them to the
effort and process and to gain their input. Perform
“SCOT” Analysis of V2020, MSWC Plan, and PRD as an
agency – January – April, 2007
- January 30…Cadillac, Gaylord, and Roscommon

- February 9…Plainwell and Rose Lake
- March 7…Bay City and Pontiac
- April 10…Baraga
Step 3 – Conduct five Public Input Workshops across the state for assessment of
PRD and its programs. (Note…we will coordinate the UP meeting(s) with the
scheduling of a meeting with the Baraga District staff) –February – April 2007
Step 4 – Conduct a ‘Visioning’ Workshop –April 25-26, 2007
Step 5 – Develop a ‘Draft’ Strategic Plan and conduct public review workshops –
May - October, 2007
Step 6 – Finalize the Strategic Plan for DNR approvals – November - December,
2007
Vision of Michigan State Parks
(MSP)
 MSP in 2020: (defined vision)
• Leader in protection/preservation of Michigan’s natural

and historic/cultural resources.
• Have stable and sufficient funding for quality staff,
facilities, and services.
• Barriers to access have been eliminated for Michigan
citizens and visitors.
• Education/interpretation opportunities are emphasized
to promote enjoyment and stewardship.
• Contribute to local and state economy and contribution
is recognized.
• Strong public support for system built on partnerships
with users, host communities, and private sector.
• Are valued and appreciated by Michigan citizens and
visitors.
Vision 2020 - Six Major Goal
Areas
• Secure long term, stable funding.
• Strengthen and expand interpretation.
• Improve quality and variety of camping and lodging.
• Improve quality and variety of recreation opportunity.
• Improve park planning and evaluation of a dynamic MSP
system, and, improve MSP resource stewardship.
• Better market MSP’s consistent with the mission and
strategic plan.
Assessment of Vision 2020
Goals
(Results from CCMSP meeting of 11/29/2006)
GOAL 1 - Build long-term Stable Financial Base
Secure a permanent endowment for Michigan State Parks
(MSP) through a one-cent sales tax increase for one year.
Explore other nontraditional sources of funding for the system.
 What are the Strengths you can associate with this goal?
– We do have a Trust Fund (current balance is $120 million?)
– Fall 2006 Proposal 1 – to protect the funds and citizen support.
– We are not only part of DNR with a funding problem.
– Citizens Committee reformed and established by statute.
– Division Chief and Director – expertise.
– State Park Foundation exists even if it is not currently active.
– Resource base.
– Visits – over 24 million.
– Partnerships models.
– Innovative staff.
– Citizen support of State Parks and Recreation programs.
 What are the Challenges you associate with this goal?
– Lack of public knowledge of state park system.
– Lack of tourism industry recognition of state parks.
– The longer you survive on less the harder it is to get more.
– How do we explain the need?
– Clearly identify the believable consequences of inadequate
funding.
– How do we compete with other leisure time venues?
– Total funding picture for the state is grim.
– Establishing new users/younger.
– Need to retain existing users, particularly older ones who
serve as the gateway to outdoor recreation for their
grandchildren when parents are too busy.
 What are the Opportunities to be realized with this goal?
– Form a coalition of local, regional, and state support across public
and private sectors.
– Future grant opportunities.
– Regularly quantify and showcase the economic impact of state
parks on local communities, and Michigan as a whole.
– Reconnect with the disconnected (former) users of state parks.
– Image of and pride in state parks is good and needs to be
fostered.
– Use state parks as opportunities to re-create family.
– Strengthen public education about state parks and their role in
conservation.
– Keep up with trends.
– Health and wellness activities in state parks.
– Engage under-represented public.
– Cooperation among conservation interests to find long term stable
funding for conservation in Michigan (e.g. across the DNR and
other partners)
 What are the Threats you can associate with this goal?
– Failure to recognize the differences of internal vs. external
values.
– Business as normal/usual.
– Bad customer service.
– In-flexibility
– No lost value (Parks will always be there)
– Perception we serve only upper-level.
– Replacement of single business tax appears to be leaving DNR
(including state parks) out of the loop
 Have any other funding sources been explored? (List and
describe…e.g. State Park Foundation)
– Yes.
– Missouri uses a conservation sales tax as does Arkansas.
– The Michigan State Park Foundation exists but is not
functioning.
 Is this still a valid goal?
– Valid goal.
– Not just for parks.
– Total DNR support.
– Build long-term stable funding with other partners.
 Would you modify this goal? (How?)
– Include a goal of users providing full funding for day-to-day
operations beyond basic resource stewardship through the
fee system and a long term stable funding source fully
capitalizing the State Park Endowment Fund to provide
capital funds for new and renovated facilities on a rational
replacement schedule.
 Would you establish any other goals related to this topic?
(What?)
– Encourage and reward innovation in regards to improved
efficiency, use of energy saving technology, etc. Promote
green initiatives and efficiency challenge goals.
GOAL 2 - Provide Interpretive Programs in the
Parks Establish interpretive programs as a cornerstone
for the activities provided in the parks system.
– Interpretation is a primary reason people visit parks… “Value
added experience”.
– “Cornerstone”.
– Minimize negative effect of recreation use on natural resources
– “to be good stewards.”
– Understanding → ownership → responsibility → preservation of
Michigan’s natural and cultural resources.
– Environmental stewardship learned in state park’s transfers to
stewardship at home/state/global.
– Provides opportunity to educate park visitor on
department/DNR issues.
– Development of interpretation plans “a lot of work.”
– Value of Interpretive opportunities should be a key factor in
park acquisition decisions.
– Funding and staffing (quality-quantity).
– Complex Supervision within MDNR-PRD-DHAL.
– Utilization/reliance on inexperienced low paid staff.
– Integrate park staff rangers into overall interpretive effort
(begin a program).
– Perceived disconnect between interpreters and marketing of
state parks.
– Allow Interpretive “program” to expand beyond the traditional.
– Expand interpretive program to harbors and BAS.
– Take advantage of technology and innovation.
– Build relationship with state park foundation.
– Build partnership with private sector/corps for programming.
– Better integrate interpretation into each park (not as an add-on)
with all park employees translating story of resources,
orientation information, management information in many ways
including through informal contact.
– Outreach programs
– Traditional and non traditional users/non-users.
– “Leave no child inside.”
– More effectively train seasonal employees to provide basic,
useful interpretive information to customers.
– Lack of professional development.
– Lack of funding.
– Lack of understanding of importance of interpretation as marketing tool, etc.
 Did we establish interpretive programs as the “cornerstone” for the
activities provided in the parks system?
– “More work to do” but some good work done/underway.
 To what degree is interpretation linked to ‘activities’ in the park?
– Some but greater linkage needed.
– Yes!
– Broaden focus on DNR and PRD goals.
– Increase focus and funding for natural resource stewardship.
– Focus and $ for natural resource stewardship.
– All PRD employees can provide some basic interpretation with customers
 Would you establish any other goals related to this topic? (What?)
- (No responses)
GOAL 3 - Improve/Expand Camping and
Lodging Facilities Upgrade existing camping and
lodging facilities and work in partnership with the private
sector to create new overnight accommodations.
– Knowledgeable staff.
– Location…geographical diversity/variety.
– Resources (natural and cultural/historical)
– Key revenue source for state parks.
– Increasing variety of accommodations.
– Raw material source.(?)
– Un-met demand (certain locations and times)
– Central Reservation System.
– Potential grant funding (foundations)
– Program to build upon.
– Loyal customer base.
– Good image.
– Land to expand.
– Valued Campground Host program.
– Valued interpretation program.
– Financial. (e.g. lodging provision is expensive requiring 24 hour
per day coverage)
– Utility costs continue to rise.
– P.I.L.T. (Payment In Lieu of Taxes)
– Maintaining trained workforce (significant turnover of seasonal
staff.)
– Need current use data (most recent study from 1997)
– Park users are not a diverse group (white, middle class)
– Aging infrastructure.
– Private industry perception of unfair competition from state
parks.
– Keeping quality summer staff.
– Filling vacant positions, particularly in mid-season.
– Government regulations such as health department, drinking
water, etc. are sometimes onerous.
– “Red tape” regarding permits, etc.
– Partnerships with other agencies (e.g. county or private sector) for
maintenance, or campground operation.
– Volume buying power (utilities)
– Green initiatives (wind, solar, combustibles).
– New campground layouts to better protect environment, link to
recreational assets (e.g. trails, lakes) and provide universal access.
– Expand definition of “group” camping to include wider cross-
section of potential group campers.
– Continue to diversify lodging opportunities.
– Attract eco-tourists/corporate tourists for retreat/team building.
– Better use technology (e-newsletter, list serve, e-comment cards,
etc.) to increase satisfaction of customers.
– Restore outdoor centers (historic structures)
– Identify future trends in camping and lodging.
– Form community partnerships.
– Expand programming to attract visitors to lengthen stay.
– Attract and accommodate special user groups.
– Learn from other entities and states.
– Attract cultural diversity (staffing and users).
– Target seniors/grandchildren (takes into account two wage earner
households, early retirement by baby boomers, and the strong
camping orientation of baby boomers).
– Legislative mandates.
– Financial inability to maintain/renovate existing infrastructure such
as roads, water, sewer, and electrical systems.
– Vandalism to park facilities and potentially by park visitors to
neighboring property.
– Trespass by park visitors on neighboring property.
– Social changes between different generations with some in the
younger generation not exposed to camping.
– Weather.
– Urban sprawl which creates more park border neighbors.
– Overall lack of funding.
– Reduced staff hours directly impact presence and quality of service.
– Lack of public awareness.
– Private competition forces increasingly higher prices to provide
parity with private sector.
– Over dependence on fees limiting ability to provide camping
opportunity to people of limited means.
 Has PRD worked in partnership with the private sector to
create new overnight accommodations? (other than
design/construction)
– No…focus has been on expanding options within the state park
system using former employee housing and innovative designs
(e.g. yurts)
– Yes…provides important revenue stream for state parks and
increases opportunities for interpretive interaction and area-wide
outdoor recreation and appreciation of park resources.
– (No response)
(What?)
– (No response)
GOAL 4 - Improve/Expand Recreation
Opportunities Provide the facilities and
information needed by the public to enjoy a range of
activities throughout the parks system, and
encourage new visitors to enjoy the parks' resources.
 What are the Strengths you can associate with this

goal?
– The ability to partner.
– The ability to diversify.
– Wide range of resources and facilities.
– Improvements in facilities are bringing in new users.
– Friends groups/stakeholders often help in expanding and
improving recreational offerings.
– Access from Urban areas may be difficult due to lack of mass
transit, fees.
– Programming for new activities is historically not a priority of
PRD.
– Lack of staff and money.
– Create more partnerships.
– Interfacing with P.A. 59 (2% tax on lodging…would this apply
to camper lodging?)
– Training/change attitudes/enable administrators.
– Need to think ahead…identify new trends in recreational
activities, etc.
– Partner with AARP.
– Partner with community-vendors, local park and recreation
agencies, community education, etc.
– Having Demo Day – provide more events.
– Connect DNR PRD resources with community resources.
– Provide concierge services.
– More varieties level of challenge.
– Expand ‘Go Get Outdoors’.
– Expand ‘No Child Left Inside’.
– Create ORV at compromised sites in Southern Michigan (e.g. Bass
River)
– Attitudes.
– Non-flexibility in MVP.
– Liability.
– Funding priority.
– Better understanding potential impacts of new activities on park
resources and existing activities.
 How do non-resource based activities fit in with the park
system? (e.g. Model Aircraft Flying Fields?... others?)
- Need assessment for different activities at different parks.
- Yes (based on discussion at the session wrap-up). Still need to keep
in mind protection of the resource first. If resource is reasonably well
protected, new activities may be warranted.
- (No response)
(What?)
- (No response)
GOAL 5 - Establish Programs for Stewardship,
Park Evaluation, and Park Planning Initiate
inventory and management programs that help protect
sensitive historic and natural resources in the parks.
Improve the park planning process through better use of
resource information and public participation. Adopt criteria
that can be used to evaluate individual parks, or to guide
future park acquisitions.
- Stewardship
– Protect/sustain resource.
– Meets mission/law.
– New planning process.
– Inventory – Natural and Historical.
– Diversifies management.
- Planning
– New planning process.
– Ability to set priorities statewide.
– Provides “meaning.”
– Sensitivity to natural features.
– Inspired other groups/advocacy.
– Allowed for more interpretation/education.
– Facilitated cooperation/partnerships.
– Provides model for planning.
– Promotes volunteerism.
– Funding, etc.
– Preserving cultural built resources.
– Preserving archaeological resources.
– Stewardship vs. outside political interference and economic
development.
– Inability to get prescribed burning done.
– Ecological restoration is long-term management, not a one-time
activity.
– Accelerating and completing the planning process.
– Preservation vs. recreation (enjoying it to death).
– Public education.
– Getting public to recognize themselves as stewards.
– Changes in leadership.
– Efficiency.
– Urban sprawl.
– Land control/acquisition.
– How to reach the next generation.
– “Geo-Tourism.” (tourism focused on ‘place’) leads to appreciation and
protection of those places.
– We have the authentic natural and cultural resources coming
together.
– Expanding education, interpretation and volunteering friends groups.
– Take the message outside parks.
– We have infrastructure for access to resources.
– Connecting natural landscape to the story/history.
– Pod casts/technology.
– Tying Wi-Fi hotspots to appreciating resources.
– Radio broadcasts for interpretation.
– Better emphasize the links with hunting/fishing interests who support
habitat, clean water, clean air.
– Better using habitat related grants for environmental restoration,
acquisition of key inholdings to protect resource integrity.
– Eco-poachers.
– Funding.
– Invasive species (including nuisance native species).
– Climate change.
– Hydrologic change.
– Losing resources due to benign neglect/lack of resources.
– Overuse (love it to death).
– Improper uses of sensitive sites (e.g. illegal ORV/snowmobile
use, etc.)
– Outside uses conflicting with resources.
– Continued decline of funding relative to need.
 Has PRD improved the park planning process through better
use of resource information and public participation? (How?)
– Yes, ‘Management Planning’ incorporates stewardship and
stakeholder/public inclusion in the planning process.
- Yes.
- Expand outside parks (e.g. to Boating)
- Incorporate technology.
- Growing (?)
- How to show success.
- How to quantify success – continue/expand.
(What?)
- Education/outreach.
- Technology.
- Establish separate goals for stewardship and planning?
- Accelerate planning process.
- Regional/Ecoregional planning.
- Linking DNR planning with other community planning.
GOAL 6 - Create a Marketing Program Develop a
marketing program for the state parks system that would give
the public more information about the opportunities available in
the system, and provide park managers with information to guide
future decisions on park facilities, activities, and programs.
– Our stakeholder groups are doing it for us.
– Default marketing.
– Missing (not many ‘strengths’).
– The ability to partner and diversify products.
– Public support of state parks.
– Partnerships.
– Lack of public support of state parks.
– Making the public aware of our funding issues.
– How do we market to harbor users. (and BAS users)
– Identify market/users.
– No cohesive marketing plan – it’s continually ‘rediscovered’ that we
need to do marketing.
– Cross market.
– Create a marketing plan – identify expected outcome.
– Re-visit current policies.
– Identify and segment users and non-users and why they are/are
not using parks.
– Informing public of opportunities at underused parks.
– Create an activity directory of each park and post it on the web.
– Work with the corporate sector.
– A $5 walk-in-fee and increased fees in general may deter use.
– Policies/directives.
– Lack of training – preconceived attitudes of what marketing is
and does.
– Concession contracts may limit the ability to effectively market
to meet customers needs.
 Does marketing provide guidance to park managers in
making decisions on park facilities, activities, and
programs?
- (No Response)
- Yes (based on discussion at the session wrap-up)
- Set specific goal to have a marketing plan in place with
measurable objectives related to visitation as a result of
marketing, and measure of user satisfaction.
(What?) - (No Response)
The Commission’s Vision
Statement:
Through continuing efforts over the next 50 years, the Michigan
State Waterways Commission and staff envision and will work
toward a future where:
 Michigan is a national and international resource for boaters

and others seeking water-related recreational opportunities.
 All Michigan residents and visitors have easy, convenient
access to all the state’s lakes, rivers and streams through high-
quality public facilities.
 Michigan’s Great Lakes’ Harbors-of-Refuge network has been
completed and is being operated and maintained to provide
transient boaters with safe, high-quality public facilities using
the latest, most appropriate designs and technology.
 All of these public boating facilities are adequately funded
and are developed, maintained, and operated in a customer-
oriented, ecologically responsible manor.
 Where appropriate, these public boating facilities are being
operated through partnership with local communities, public
agencies, conservation groups, friends groups, and
concessionaires.
 Michigan’s residents and public officials are aware of and
appreciate the contribution of boater’s funds to acquire,
develop and maintain the State’s public boating and public
water access facilities.
 Access to waterways is supported because of the contribution
that recreational boating makes to the local and state
economy.
 The Commission’s work underscores the value and benefit of
citizen oversight, input, and guidance.
The Commission’s Goals For
The Next Five Years:
• Upgrade and Maintain Existing Facilities

• Create New Boat Access Site Facilities
• Create Harbors of Refuge
• Strengthen Internal Structure and Efficiency
Assessment of MSWC Goals
(Results from MSWC meeting of 11/30/2006)
GOAL 1 - Upgrade and Maintain Existing Facilities

Through a careful process which begins with study and thorough
inventory, the Commission will create a maintenance schedule and
prioritize the upgrades of existing Harbor Facilities and Boating
Access Sites. Specific benchmarks will include:
 By year one, complete the harbor electrical study.

 By year two, complete the Boating Access Sites infrastructure study.
 By year three, complete the harbor infrastructure study.
 By year three, develop a preventive maintenance schedule for boating
access sites.
 By year five, upgrade electrical infrastructure at 12-15 harbors (at the
rate of 4-5 per year, with priority determined by the electrical study).
 By year five, upgrade a number of boating access sites.
– Continue utility upgrades.
– Retain and attract new users.
– Framework exists.
– Loyal following.
– Preventative Maintenance.
– Determining appropriate capacity of electric/utilities today and
future.
– Need for technology updates.
– Need for utility upgrades.
– Funding.
– We have to maintain what we have.
– Upgrades pressure nearby facilities to duplicate.
– Preventative maintenance.
– Economy up/down.
– Maintaining/sustaining internal expertise (boat crews).
– Determining trends and respond with facility(s).
– Market analysis.
– Maintaining high level of quality.
– Preventative maintenance.
– Economy ups/downs.
– Incorporate in harbor features new trends, or changing needs
(pavilions, clubhouses, kayak rack).
– Internships.
– Partnerships.
– Fuel costs, economy.
– Regulatory changes, laws, rules.
– Expectations.
– Water levels (up and down).
– Invasive species… hydrills, milfoil, z-m. (all types)
– Training…ramp builders.
– Funding.
– Yes.
– Include technology (what users desire).
– New construction trends, tools, materials.
– Alternatives. (e.g. ‘Green’ products and buildings).
(What?)
– Establish annual goals with priorities.
– Combine IMA and MRBIS into electronic unit.
– Modify facilities to respond to new trends.
– Continue to improve universal accessibility.
GOAL 2 - Create New Boat Access Site Facilities
The Commission will increase the number of Boating Access
Sites in areas of limited access by 5 to 10 sites to better serve
the needs of recreational boaters. The Commission will pro-
actively create partnerships and garner local support in
creating these sites. The Commission’s work will depend on:
 The identification of high priority areas for public access

 The establishment of a Boating Access Site Committee
 The consistent use of survey methods to test for and gain local
support.
– Increase activity.
– Revenue available to construct sites.
– Awareness of boating.
– Other DNR opportunities.
– Process not known to the Commissioners.
– Land availability.
– Future demands and type of demands.
– No revenue from kayaks (or other non-registered watercraft)
– No sustainability of program.
– License vs. registration to gain more revenue.
– Navigable lakes and streams.
– Expand Grants-In-Aid program.
– Elevate boating potential where it currently does not exist.
– Register non-motorized craft.
– Stronger partnership between fishing and boating (also wildlife).
– Political support.
– Synergy of activities.
– Expand funding, i.e., federal grants.
– Create a Boating Foundation (similar to the Parks Foundation).
– John Dingell. (In strong political position for the next 18-24 months)
– Partnerships with historic/cultural interests (e.g. HAL, Foundations, etc.)
– Supporting current sites.
– Negative public reaction.
– Environmental impacts.
– Yes.
– Develop a strong process to assess and support the
development of new sites (all watercraft).
(What?)
– Develop a strong process to assess and support the
development of new sites (watercraft).
GOAL 3 - Create Harbors of Refuge The Commission
will complete the Cedar River project and seek an alternate
design/site for a harbor of refuge at Cross Village. The
Commission will also complete a needs study for harbors of
refuge in Lake Superior. In all efforts, the Commission will
work with the Army Corps of Engineers to identify navigational
issues in site selection, and the Congressional delegation to
seek federal funding to establish harbors.
– Complete the safety net.
– Increase navigation.
– Piping Plover and environmental issues.
– Availability of funds.
– General infrastructure expenses.
– Disposal sites (adequate).
– Permitting issues.
– Continue to validate program needs.
– Marketing.
– Marketing opportunity.
– Future trends and demands.
– Partnerships with private sector.
– Goal 2 and 3 are mirrored in many factors.
– Yes.
– Yes, explore type of boat and market to serve.
(What?) - (No response)
GOAL 4 - Strengthen Internal Structure and
Efficiency
 A) The Commission will utilize “Standing Committees” to
better manage the boater’s needs in the State of Michigan.
They will include:
- Facilities
- Operation/Policy
- Boating Access
- Public/Governmental Relations
- Finance
 B) The Standing Committees will work to bring outside
constituency groups into the public process of the
Commission.
 C) The Commission will direct staff to utilize the Bureau’s
Field Structure to assist in statewide compliance of
regulations, project agreements, and policies pertaining to
all Waterways Commission sponsored facilities.
– Standing Committees work issues out beforehand.
– Can address issues quickly with core subcommittee.
– Can map out opportunities to subcommittee tasks.
– Committees help organize boaters.
– Commissioner turnover.
– Information, meetings, sharing.
– Communities unhappy with audits.
– Staff training/scheduling/planning.
– Need to represent unorganized boating public.
- Can fully discuss an issue.
– Boaters not an organized group…MSWC can bring these constituents
together.
– Yes
– Yes, but look at subgroups differently (have added strategic
plan too).
– Part C – using field structure – modify language to be current
but keep basic goal.
(What?)
– Knowledgeable/trained staff available for harbor/BAS public.
– Seek new methods for MSWC to reach out to boating public
(comment cards, meeting announcements, meeting times,
etc.…).
District Meetings…
Step 2 – Conduct Workshops with PRD Districts and

interact with Department EcoTeams to introduce
them to the effort and process and to gain their
input. Perform “SCOT” Analysis of V2020, MSWC
Plan, and PRD as an agency – January – April, 2007
- January 30…Cadillac, Gaylord, and Roscommon

- February 9…Plainwell and Rose Lake
- March 7…Bay City and Pontiac
- April 10…Baraga
Cadillac, Gaylord, and
Roscommon Districts on
1/30/2007
 Excellent participation (approximately 70)

 Meeting notes sent out 2/15/2007
Plainwell and Rose Lake
Districts on 2/9/2007
(Sorry…no photos)
 Again…excellent participation (approximately 50)

 Meeting notes sent out 2/15/2007
RAM Center ‘Visioning’
Workshop
April 25-26, 2007
 Conduct a ‘Visioning’ Workshop…with

backdrop of SCOT Analysis and planning
assessments. The Visioning Workshop is the key
step in this whole process, where all elements for
our strategic plan development come together in
a working session. Here, diverse interests will
interact and collaborate during a 2-day workshop
involving ,CCMSP, MSWC, key stakeholders, and
PRD/DNR staff at the RAM Center (central location
and a setting conducive for group interaction and
synergy for collaborative work on this plan) -
Scheduled for April 25-26, 2007
Workshop outcomes for the PRD
Strategic Plan to include:
– Vision statement (Insightful portrayal of PRD and

how it relates to the DNR and the public it serves)
• Why does PRD exist? (What is its purpose and significance?)
• What distinguishes PRD from other DNR programs? (Mission)
• Is there a priority to the four components of the Mission
Statement? (Example… are natural resources or
historic/cultural resources a higher priority than education or
recreation?)
• What are PRD’s opportunities and threats?
• What will PRD be like in 2020?
• Who will be PRD’s customers and potential customers
– Goals (Clear and concise description of what
the future condition will be for the PRD Parks
and Recreation Area Program and the
Boating Program)
• Define the role of PRD in the DNR.
• Identify the key issues or goals previously cited that
are still relevant.
• Add and define any new goals.
– Objectives (What are the specific results of
program efforts that will result in meeting the
identified goals?)
• Specify the desired objectives to attain each goal.
• Identify the tools needed to accomplish the
objectives, including human resources, capital, and
technology.
Following the Workshop, the next
steps will involve:
– Actions (What specific actions can be taken

to accomplish the desired results?...developed
with PRD Staff input)
• Develop a thorough list of actions for each objective.
• Each action shall identify a responsible position and a
target date for completion.
• Actions shall be measurable.
– Plan Review and Update

• Establish mechanism for regular plan review and
update (5-year minimum) to keep the process
dynamic.
Working on…
 Location for Bay City-Pontiac District(s) Meeting
(March 7…expect approximately 40 staff)
 Date/location for Division Staff Strategic Planning Meeting (Sometime in

March … expect approximately 40 staff)
 Baraga District Meeting (April 10…expect approximately 40 staff)
 Interaction with and input from Department EcoTeams
 Scheduling Public Input Workshops

- March 20, 21, and 22 (Lower Peninsula)
- April 9,10 (Upper Peninsula)
- NOTE….stakeholders specifically invited to attend
 Setting up a Web site for info on the new PRD Strategic Plan
Thank You…

Strategic Planning Update2!07!188583 7

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Strategic Planning Update2!07!188583 7

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Parks and Recreation

Step 2 – Conduct Workshops with PRD Districts and interact

- January 30…Cadillac, Gaylord, and Roscommon

Step 4 – Conduct a ‘Visioning’ Workshop –April 25-26, 2007

• Leader in protection/preservation of Michigan’s natural

 What are the Strengths you can associate with this

 Michigan is a national and international resource for boaters

• Upgrade and Maintain Existing Facilities

GOAL 1 - Upgrade and Maintain Existing Facilities

 By year one, complete the harbor electrical study.

 The identification of high priority areas for public access

Step 2 – Conduct Workshops with PRD Districts and

- January 30…Cadillac, Gaylord, and Roscommon

 Excellent participation (approximately 70)

 Again…excellent participation (approximately 50)

 Conduct a ‘Visioning’ Workshop…with

– Vision statement (Insightful portrayal of PRD and

– Actions (What specific actions can be taken

– Plan Review and Update

 Date/location for Division Staff Strategic Planning Meeting (Sometime in

 Baraga District Meeting (April 10…expect approximately 40 staff)

 Interaction with and input from Department EcoTeams

 Scheduling Public Input Workshops

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