STRATEGIC PLAN

2013-2017

THE

GREENPRINT NIAGARA IS TO ADDRESS THE ABUNDANCE OF VACANT LOTS IN THE CITY OF NIAGARA FALLS, USING A VARIETY OF CREATIVE RE-USE STRATEGIES, INCLUDING COMMUNITY GARDENS AND NATURAL GREEN SPACES, THEREBY INCREASING THE OVERALL CIVIC ENGAGEMENT OF RESIDENTS, COMBATING COMMUNITY DETERIORATION, AND LESSENING NEIGHBORHOOD TENSIONS IN THE CITY OF NIAGARA FALLS, NY
MISSION OF

Greenprintnf@gmail.com

Greenprintniagara.org

PO Box 2947 Niagara Falls NY 14302

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EXECUTIVE SUMMARY Greenprint Niagara is a non-profit 501(c)3 organization founded in 2012 in the City of Niagara Falls, NY. Greenprint facilitates community repurposing of vacant land in the City for a variety of uses such as green space, creative expression, community gardens, and any other effort combating community deterioration. This 5 Year Strategic Plan (2013-2017) outlines the trajectory of Greenprint. The intention is to share our goals and path with all those who wish to be involved, in addition to providing a guide for our operation. Vacant spaces are so much more than they appear. Rather than see the extent of blight and neighborhood tensions they incur, we see a mode of revitalization, civic engagement, and reclaimed community space. This is your formal invitation to share in this vision of Niagara Falls.

TABLE OF CONTENTS

Role of the Strategic Plan Introduction Overview Vision & Impact Mission SWOT Analysis Goals & Strategies Contact Us Appendix A: Greenprint Niagara Coalitioncontacts B: Committee Action Plans

4 5-7 8-9 10-11 12 13 14-22 23

ROLE OF THE STRATEGIC PLAN

The Strategic Plan is intended to guide actions and operations of Greenprint Niagara in a cohesive and strategic process in line with the mission of the organization and to coordinate the efforts of the designated five years (2013-2017) with the long-term vision and objectives.

INTRODUCTION
Vacancy in Niagara Falls History of Greenprint Niagara

In the City of Niagara Falls, NY 16.8% of land uses and another 21% of housing units within city boundaries are vacant. These numbers only grow and flex as units turn to vacant lots through neglect and demolitions. Infrastructure built to maintain a population once more than double that of 2012 numbers, the demand for these vacant lots and units to become new housing or commercial stock is limited. In a city with a staggering 19.47% poverty rate, poor health--including one of the highest rates of heart disease of any community in the nation and one of the highest diabetes rates in New York State, alleviating environmental stressors of vacancy and blight could improve the quality of life for residents in a city with many detrimental challenges. Economic and industrial decline over the last 40 years has left many of the neighborhoods in the City of Niagara Falls, NY in disrepair with fragmented communities and vacant and abandoned lots. Figure 1: Vacant Land shows the extent of vacancy across the city, but the impact of these spaces on their community is much more extensive. Vacant lots in the City of Niagara Falls result in blight, loss of tax revenue, high maintenance costs, decreased property values, lower quality of life for residents, dumping, deterrence to economic development, and unsafe and crime permissive space. Whether City or privately owned, all vacant lots result in costs incurred to the City and taxpayers. The benefits of creative reuse strategies pursued by Greenprint Niagara include decreased maintenance costs, dumping, neighborhood tensions, and crime, as well as increased quality of life, healthy food options, community involvement, civic engagement, and aesthetic improvements.

INTRODUCTION

Figure 1: Vacant Land

HISTORY OF GREENPRINT NIAGARA Greenprint Niagara is a vacant lot initiative and network created by a coalition of community organizations and residents in the City of Niagara Falls. The initiatives role is to implement and facilitate creative reuse strategies for the vacant lots in the City. For a list of these collaborative organizations and individuals, see Appendix A: Greenprint Niagara Coalition. Collaborative efforts began in 2009 and in the Spring of 2012 the coalition of community organizations was officially titled and incorporated as Greenprint Niagara, Inc. Comprised of the original and expanding vacant lot coalition members, Greenprint Niagara has developed an application and lease process for interested community organizations and residents to access city-owned vacant lots in Niagara Falls, NY. The spectrum of applicable uses for the space is broad. Figure 2: Garden Spectrum, identifies a range of garden related uses at various levels of involvement.

Coalition Members:

And more!

Figure 2: Garden Spectrum

OVERVIEW
Vacant lot reuse in the Falls

Community gardening on city-owned vacant lots came to the attention of what would become Greenprint Niagara members in 2004, when a resident of the Highland Community of Niagara Falls started a garden on a lot on Highland Avenue. In 2008, future Greenprint partners ReNU Niagara, The Boys and Girls Club, Highland Community Revitalization Committee (HCRC), and Neighborhood Housing Services repurposed the bocce courts and created a community garden at Presti Apartments. As the need for community gardens became increasingly realized, ReNU Niagara and HCRC again teamed up to create the small urban farm at Henry J. Kalfas Magnet School, the Highland Community Vegetable Garden. In 2011, the Niagara Arts and Cultural Center received funding for their Walnut Avenue gardens, which developed into the pilot project for Greenprint Niagara in 2012. Some of these existing gardens/projects in the City of Niagara Falls are listed below, and the locations and images can be seen in Figure 3: Existing Community Projects. These spaces range from clean and green recreational space to large community gardens.

Figure 3: Existing Community Garden Projects

A. Highland Community Vegetable Garden at Henry J. Kalfas Magnet School B. Highland Avenue: 2715 Highland Avenue C. Presti Apartments, Boys and Girls Club: 479 16th Street D. Walnut Avenue Pilot Project: 907/909 Walnut Avenue E. Demonstration Space: 2101 Main Street F. Garden Avenue Pocket Park: 1013 Garden Avenue

As Greenprint Niagara facilitates the use of vacant lots by the Niagara Falls community, the intention is for the list of current garden/projects to expand into more lots with various reuses that best meet the needs of the neighborhoods they serve.

VISION & IMPACT

The vision of Greenprint Niagara is for the City of Niagara Falls, NY to be a healthier, safer, happier, and stronger community with less blight, vacancy, and underutilized spaces.

Increased economic stability and development More environmentally-responsible City Enhanced quality of life Elimination of blight Combating community deterioration Increased safety/health Beautification Strengthened communities Reduced neighborhood tensions Reuse of under/unutilized land

Greenprint Niagara envisions implementation of reuse strategies because of the reduction of blight, vacancy, abandonment and all of the concurrent negative facets that can plague neighborhoods, community, and the City.

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Even without full-scale gardening efforts, a simple Clean and Green program, modeled after that of the Pennsylvania Horticultural Societys Philadelphia Green program, can have remarkable effects in improving neighborhoods. Studies have shown noteworthy differences in property values from simple, inexpensive clean up and maintenance projects. Furthermore, a study commissioned by the Redevelopment Authority of the City of Philadelphia states that another benefit of investing in vacant land reclamation is diminished crime and blight. Overall, improved lots will stabilize and increase property values, creating lasting wealth for adjacent new homeowners and attracting outside investment. A greening initiative in Philadelphia demonstrated that housing adjacent to untreated vacant land showed decreased property values by 20% while a cleaned and greened adjacent property increased adjacent values by 17%. Less measurable, but no less tangible positive impacts will include: more livable and attractive communities, a restored sense of pride, increased recreational opportunities and increased community health, decreased littering/dumping/nuisances/rodents, as well as increased access to healthy foods. The longer term and broader impacts will be increased public awareness of vacant lot transformations, and an increased understanding of the sustainability, effectiveness and true costbenefit of these interventions.

VISION & IMPACT

The vision of Greenprint Niagara is for the City of Niagara Falls, NY to be a healthier, safer, happier, and stronger community with less blight, vacancy, and underutilized spaces.

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There are specific benefits to involved parties. This includes: City Benefits:
less

vacant land to manage capacity future development value of properties

increased

better positioned for increased

Member Benefits:
resources liability insurance civic

engagement of experts and neighbors

network

AND MUCH MORE...

VISION & IMPACT

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MISSION The mission of Greenprint Niagara is to address the abundance of vacant lots in the City of Niagara Falls, using a variety of creative reuse strategies, including community gardens and natural green spaces, thereby increasing the overall civic engagement of residents, combating community deterioration, and lessening neighborhood tensions in the City of Niagara Falls, NY.

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SWOT ANALYSIS
Strengths, Weaknesses, Opportunities, and Threats

Strengths:

Strong coalition Ability to explore and implement a variety of reuse strategies Financial resources July 2012-July 2013 No officially designated staff Young organization and formulating board Expansion of existing projects Implementation of new projects Volunteer resources Timeframe for incorporation as a non-profit organization Over or Under demand for projects Potential lack of volunteer base Challenges to maintain funding as needed

Weaknesses:

Opportunities:

Threats:

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GOALS & STRATEGIES

What, why, how, who

In conjunction with the mission and vision of Greenprint, goals and strategies have been outlined to pursue in the next 5 years and beyond. Each Goal is listed with Strategies to achieve that goal, the Action Agent (usually a committee) responsible for overseeing that strategy, and the Performance Measure to ensure accurate gauging of success or shortfalls. Appendix B: Committee Action Plans, shows the timeline of implementation for each Greenprint Niagara committee as well as a summary of the role of that committee. The goals and efforts of Greenprint Niagara will undoubtedly expand and be redrawn in the future, like any organization. Take away from this 5 Year Strategic Plan the vision and planned efforts that will drive the future development of Greenprint.

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GOALS & STRATEGIES

GOAL #1: MAINTAIN AND ENHANCE EXISTING GARDENS/PROJECTS

Strategy: Pursue funding options as needed to financially support established gardens. This includes grant applications and fundraising efforts. Resource & Marketing Committee (identify and pursue needs), Finance Committee (identify financial needs and budget items)

Action Agent:

Performance Measures: The necessary funding options can be measured simply by the amount of documented financial need of Member Gardeners and whether the need is met. Grants applied for and fundraisers conducted also serve as indicators. Strategy: Build a network of resources for Member Gardeners to connect to as their needs arise. Provide access to this information. Action Agent: Resource & Marketing Committee Performance Measures: Connections must include nurseries, local businesses, garden supply stores, farmers markets, garden design specialists, policy makers, and any other necessary avenues as they arise. At the end of 2013, a guidebook of these connections must be created and distributed to all current and future Member Gardeners. This must be updated annually.

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Strategy:

Pursue long-term policy that will support and enhance the experience and success of Member Gardeners in the City of Niagara Falls. Policy Committee The role of urban gardens and agriculture is no longer new to American cities. It is however, new to the City of Niagara Falls, the residents, the leaders, and the land use and zoning policies currently in place. Before February 2014, a comprehensive assessment of the cohesion of Greenprint Niagaras efforts with the current policies and plans in place (such as: the Niagara Falls Comprehensive Plan 2009, WNY Regional Sustainability Plan) must be established, along with proposed models for change and improvement. A timeline to pursue these changes (if deemed necessary) must also be put in place at that time. From February 2014-December 2017 (and beyond), this timeline is to be pursued. Success will be seen in policy changes that make urban gardening more accessible and the reuse of vacant lots for communities more mainlined.

Action Agent: Performance Measures:

Strategy:

Create an evaluation form to determine whether Member Gardeners are fulfilling their maintenance requirements and monitor each lot twice per season. Follow up with a nudge toward better maintenance, guidance, or praise Board Create a checklist to evaluate each lot before the first growing season (Spring 2013). Assign board members to each space and complete the checklist. Each fall/winter when collecting information for the next growing season, inform member gardeners on their review. Create a Maintenance Schedule and volunteer and/or employee plan for Greenprint demonstration spaces, assign responsibilities, and ensure strict following of this schedule. This is essential to provide a good example. Board (schedule), Resource & Marketing Committee (volunteers and/or employees) Finalize site plans and create an implementation timeline for the demo space Winter 2012-2013. Implement 2013. Create a marketing plan Resource & Marketing Committee Create a plan for one year at a time for marketing efforts to recruit for and promote gardens/projects

d Performance Measures:

Action Agent:

Strategy:

e Action Agent:
Performance Measures: Strategy:

Action Agent: Performance Measures:

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GOALS
CONTINUED GOAL #2: CREATE ADDITIONAL GARDENS/PROJECTS IN MORE COMMUNITIES
Strategy: Outreach through the Greenprint On-tour presentations and community discussions will begin in the Fall of 2012 and Spring 2013. This tour will address at least 1) the Block Club Council, 2) faith based organizations, 3) businesses, 4) community organizations. The tour will provide application information and connect with residents. Each board member must be involved in at least one presentation. A minimum of 5 presentations total must be completed. Action Agent: Board (presentations) and Resource & Marketing Committee (make presentation and oversight) Performance Measures: Completion of one On-tour presentation by each board member between Winter 2012/13 and Fall 2013. Strategy: Pop-up events in vacant lots, ideally current or future Greenprint Niagara demonstration spaces, will be held to co-promote revitalization efforts as well as Greenprint, in the City of Niagara Falls. Action Agent: Resource & Marketing Committee Performance Measures: Collaboration, planning, and completion of at least 3 annual pop-up events annually starting in 2013, including 1 fundraising event and 1 free public event. Strategy: Assist Member Gardeners in recruitment tactics and community building to help with growing, building, designing, maintaining, and installing of reuse projects. Design Committee (design, building tips), Resource & Marketing Committee (growing, maintaining tips, recruitment, and outreach)

Action Agent:

Performance Measures: The size, involvement, and success of the Member Gardeners and their lots will determine the success of this Strategy: Applications will be accepted continually. Applications will be available on the website and through email and mail correspondence. Approval will be based on application qualifications and funding availability. . All responses will be replied to within 2 weeks of the application date. Action Agent: Review Committee Performance Measures: Return and acceptance of at least 2 reuse projects annually, with an increase from year to year.
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GOALS
CONTINUED GOAL #3: INCREASE OUTREACH AND ENGAGEMENT OF MEMBER GARDENERS
Strategy: Increase connectivity between fellow members of the Greenprint network by keeping active social media, press presence, email newsletters, phone trees, workshops, social networking opportunities, and regularly held events. Action Agent: Resource & Marketing committee Performance Measures: At least one social media post per week, a quarterly newsletter, an annually updated phone/email communications list, member only events (such as happy hours, coffee dates) and annual events (i.e. 3rd Saturday in October is always the Harvest event).

GOAL #4: ESTABLISH RESOURCE AND SUPPORT NETWORK FOR GARDENS/PROJECTS

Strategy: Using the comprehensive list of available resources determine additional needs. Action Agent: Resource & Marketing Committee Performance Measures: Review the list annually and update accordingly. Present to the board at the annual meeting and make available for use by Member Gardeners. Strategy: For each necessary resource, identify potential and willing donors and available discounts. Document these options and pursue as needed.

Action Agent: Resource & Marketing Committee Performance Measures: Compilation of information and presentation to the Board at the annual meeting.

GOAL #5: EDUCATE MEMBER GARDENERS ABOUT GARDENING AS WELL AS PRACTICAL, MARKETABLE, LIFE SKILLS
Strategy: Hold workshops with gardening, building, designing, and cooking advice.

a b

Action Agent: Board, as needed (depending on topic) Performance Measures: Complete of at least 3 workshops annually (see Goal # ) Strategy: Develop a curriculum for development of Member Gardener skills. Action Agent: Board (or as designated in the future) Performance Measures: Completion of curriculum guides and connection with willing participants
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GOALS
CONTINUED GOAL #6: EXPAND FUNDING SOURCES AND PURSUE OPTIONS THAT ASSIST IN DIVERSIFYING BOTH THE SOURCE OF FUNDS AND STRATEGIES OF REUSE OF VACANT LOTS.
Strategy: Apply for grant funding from various sources as needed to support the efforts of Greenprint. All submitted applications are to be tracked and an accessible list of potential opportunities to be kept. Resource & Marketing Committee (determine what is needed), Finance Committee (determine funding needed for those things), Board (grant writing)

Action Agent:

Performance Measures: Variation in lead pursuing each grant, successful acquisition of needed grant funding, annual reflection of rate or success or failure in pursuit of grants, comprehensive record keeping of grant funding efforts Strategy: Action Agent: Create a fundraising goal, create a timeline to reach fundraising goals, and initiate pursuit of goals. Resource & Marketing Committee

Performance Measures: Analysis and setting of goals to be completed before Fall 2013, successful apprehension of goal funds indicates adequate completion.

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GOALS
CONTINUED

GOAL #7: NURTURE AND EXPAND PARTNERSHIPS WITH ORGANIZATIONS WHOSE MISSIONS AND PURPOSES ALIGN WITH THE GOALS AND OBJECTIVES OF GREENPRINT NIAGARA AND CAN ENHANCE THE IMPACT, SCOPE, AND/OR REACH OF THE INITIATIVE.
Strategy:

a b

Join the WNYEA Growing group and attend monthly meetings Action Agent: Board Performance Measures: Attendance of at least 5 meetings annually Strategy: Advertise and market the Greenprint mission and accomplishments--early success Action Agent: Resource & Marketing Committee Performance Measures: Growth of the board members annually to include additional partners. Strategy: Identify and attend meetings, conferences, and/or events related to Greenprint mission and vision with other organizations (networking). Action Agent: All members Performance Measures: Discretionary. Strive to be professionally involved and connected without straining other commitments. Strategy: Facilitate best practices discussions with Greenprint counterparts in Buffalo and Chautauqua County. Action Agent: Board Performance Measures: Bi-annual attendance of Best Practices meetings by at least 2/3 of the Board, with no Board member missing more than 1 per year. Strategy: Brand Greenprint Niagara. With a strong and recognizable presence, including news appearances, internet presence, and contact accessibility, building ties will be easier. Action Agent: Resource & Marketing Committee Performance Measures: Press releases for each event, news appearances for major events, active and effective social media, email, and website. This includes social media, the application being available on the website, timely email response, and positive contact reviews in the Member Gardeners annual survey. Strategy: Reach out to banks and pursue community support options Action Agent: Finance Committee Performance Measures: Commitment of support from at least one bank.
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GOAL #8: BUILD COMMERCIAL AND SPONSORSHIP TIES

GOALS
CONTINUED GOAL #9: UNDERSTAND AND POTENTIALLY EXPAND OPTIONS FOR PRODUCE MARKETS (LONG TERM)
Strategy: Research on best practices. Action Agent: Policy Committee Performance Measures: Generation of report on best practice and applicability to Greenprint, Niagara Falls, and Member Gardeners to be completed before Spring 2014, unless otherwise prioritized by the Board. Strategy: Development of relationships with key positions related to city allowances and permits, and farmer's market rules and regulations Action Agent: Board (assist in relationship building), Policy Committee (all other) Performance Measures: Support from stakeholders to pursue goals deemed necessary

GOAL #10: PURSUE IMPROVEMENT STANDARDS FOR VACANT LOTS AND BUILDING STOCK IN THE CITY OF NIAGARA FALLS (LONG TERM)
Strategy: Improve the quality of fill and lessen the debris left in vacant lots following demolitions in Niagara Falls. Action Agent: Board Performance Measures: Measure the soil quality before and after demolition projects Action Agent: Board Performance Measures: Monitor infill projects and the debris being deposited in the vacant lots Action Agent: Board Performance Measures: Monitor infill projects and the debris being deposited in the vacant lots Action Agent: Design Committee Performance Measures: Complete a "Lot Assessment" for each reuse project space to document the issues with fill

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GOALS
CONTINUED GOAL #11: Explore options of privately owned vacant lots (long term)
Strategy:

Guide a Member Gardener with purchasing opportunities through the purchasing process. Action Agent: Resource & Marketing Committee Performance Measures: Successful purchase of a vacant lot by a community member for reuse, as assisted by Greenprint Niagara. Strategy: Ensure insurance and resources for privately owned lots. Action Agent: Finance Committee Performance Measures: Successful acquisition of insurance for the vacant lot and funding and resources to assist the Member Gardener as needed.

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CONTACT US

To contact or keep up to date with Greenprint Niagara: Website: www.greenprintniagara.org Facebook: www.facebook.com/GreenprintNiagara Blog: www.greenprintnf.blogspot.com Twitter: @greenprintnf Email: greenprintnf@gmail.com Mail: PO Box 2947 Niagara Falls NY 14302

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APPENDIX
A: Greenprint Niagara: individual contacts and board structure B: Committees and Committee Action Plans

A: GREENPRINT NIAGARA COALITION

The Board:

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B: COMMITTEE ACTION PLANS Design Committee Goal #2: Create Additional gardens/projects in more communities Strategy: Assist Member Gardeners in recruitment tactics and community building to help with growing, building, designing, maintaining, and installing of reuse projects. Performance Measures: The size, involvement, and success of the Member Gardeners and their lots will determine the success of this measure. Goal #7: Nurture and expand partnerships with organizations whose missions and purposes align with the goals and objectives of Greenprint Niagara and can enhance the impact, scope, and/or reach of the initiative. Strategy: Identify and attend meetings, conferences, and/or events related to Greenprint mission and vision with other organizations (Networking). Performance Measures: Discretionary. Strive to be professionally involved and connected without straining other commitments. Goal #10: Pursue improvement standards for vacant lots and building stock in the City of Niagara Falls (long term). Strategy: Improve the quality of fill and lessen the debris left in vacant lots following demolitions in Niagara Falls. Performance Measures: Complete a Lot Assessment for each reuse project space to document the issues with fill. Policy Committee Goal #1: Maintain and enhance existing gardens/projects. Strategy: Pursue long-term policy that will support and enhance the experience and success of Member Gardeners in the City of Niagara Falls. Performance Measures: The role of urban gardens and agriculture is no longer new to American cities. It is however, new to the City of Niagara Falls, the residents, the leaders, and the land use and zoning policies currently in place. Before February 2014, a comprehensive assessment of the fit of Greenprint Niagara in the current policies must be established, along with proposed models for change and improvement. A timeline to pursue these changes must also be put in
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place at that time. From February 2014-December 2016 (and beyond), this timeline is to be pursued. Success will be seen in policy changes that make urban gardening more accessible and the reuse of vacant lots for communities more mainlined. Goal #7: Nurture and expand partnerships with organizations whose missions and purposes align with the goals and objectives of Greenprint Niagara and can enhance the impact, scope, and/or reach of the initiative. Strategy: Identify and attend meetings, conferences, and/or events related to Greenprint mission and vision with other organizations (Networking). Performance Measures: Discretionary. Strive to be professionally involved and connected without straining other commitments. Goal #9: Understand and potentially expand options for produce markets (long term). Strategy: Research on best practices. Performance Measures: Generation of report on best practice and applicability to Greenprint, Niagara Falls, and Member Gardeners to be completed before Spring 2014, unless otherwise prioritized by the Board. Strategy: Development of relationships with key positions related to city allowances and permits, and farmers market rules and regulations. Performance Measures: Support from stakeholders to pursue goals deemed necessary. Resource & Marketing Committee Goal #1: Maintain and enhance existing gardens/projects. Strategy: Pursue funding options as needed to financially support established gardens. This includes grant applications and fundraising efforts. Performance Measures: The necessary funding options can be measured simply by the amount of documented financial need of Member Gardeners and whether the need is met. Grants applied for and fundraisers conducted also serve as indicators. Strategy: Build a network of resources for Member Gardeners to connect to as their needs arise. Provide access to this information. Performance Measures: Connections must include nurseries, local businesses, garden supply stores, farmers markets, garden design specialists, policy makers, and any other necessary avenues as they arise. At the end of 2013, a guidebook of these connections must be created and distributed to all current and future Member Gardeners. This must
27

be updated annually. Strategy: Create a Maintenance Schedule and volunteer and/or employee plan for Greenprint demonstration spaces, assign responsibilities, and ensure strict following of this schedule. This is essential to provide a good example. Performance Measures: Finalize site plans and create an implementation timeline for the demo space Winter 2012-2013. Implement 2013. Strategy: Create a marketing plan Performance Measures: Create a plan for one year at a time for marketing efforts to recruit for and promote gardens/projects Goal #2: Create Additional gardens/projects in more communities Strategy: Outreach through the Greenprint On-tour presentations and community discussions will begin in the Fall of 2012 and Spring 2013. This tour will address at least 1) the Block Club Council, 2) faith based organizations, 3) businesses, 4) community organizations. The tour will provide application information and connect with residents. Each board member must be involved in at least one presentation. A minimum of 5 presentations total must be completed. Performance Measures: Completion of one On-tour presentation by each board member between Winter 2012/2013 and Fall 2013. Strategy: Pop-up events in vacant lots, ideally current or future Greenprint Niagara demonstration spaces, will be held to co-promote revitalization efforts as well as Greenprint, in the City of Niagara Falls. Performance Measures: Collaboration, planning, and completion of at least 3 annual popup events annually starting in 2013, including 1 fundraising event and 1 free public event. Strategy: Assist Member Gardeners in recruitment tactics and community building to help with growing, building, designing, maintaining, and installing of reuse projects. Performance Measures: The size, involvement, and success of the Member Gardeners and their lots will determine the success of this measure. Goal #3: Increase outreach and engagement of Member Gardeners Strategy: Increase connectivity between fellow members of the Greenprint network by keeping active social media, press presence, email newsletters, phone trees, workshops, social networking opportunities, and regularly held events. Performance Measures: At least one social media post per week, a quarterly newsletter,
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an annually updated phone/email communications list, member only events (such as happy hours, coffee dates) and annual events (i.e. 3rd Saturday in October is always the Harvest event). Goal #4: Establish resource and support network for gardens/projects Strategy: Using the comprehensive list of available resources determine additional needs. Performance Measures: Review the list annually and update accordingly. Present to the board at the annual meeting and make available for use by Member Gardeners/ Strategy: For each necessary resource, identify potential and willing donors and available discounts. Document these options and pursue as needed. Performance Measures: Compilation of information and presentation to the Board at the annual meeting. Goal #6: Expand funding sources and pursue options that assist in diversifying both the source and funds and strategies of reuse of vacant lots. Strategy: Apply for grant funding from various sources as needed to support the efforts of Greenprint. All submitted applications are to be tracked and an accessible list of potential opportunities to be kept. Performance Measures: Variation in lead pursuing each grant, successful acquisition of needed grant funding, annual reflection of rate or success or failure in pursuit of grants, comprehensive record keeping of grant funding efforts Strategy: Create a fundraising goal, create a timeline to reach fundraising goals, and initiate pursuit of goals. Performance Measures: Analysis and setting of goals to be completed before Fall 2013, successful apprehension of goal funds indicates adequate completion. Goal #7: Nurture and expand partnerships with organizations whose missions and purposes align with the goals and objectives of Greenprint Niagara and can enhance the impact, scope, and/or reach of the initiative. Strategy: Advertise and market the Greenprint mission and accomplishmentsearly success. Performance Measures: Growth of the board members annually to include additional partners. Strategy: Identify and attend meetings, conferences, and/or events related to Greenprint mission and vision with other organizations (Networking).
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Performance Measures: Discretionary. Strive to be professionally involved and connected without straining other commitments. Goal #8: Build commercial and sponsorship ties. Strategy: Brand Greenprint Niagara. With strong and recognizable presence, including news appearances, internet presence, and contact accessibility, building ties will be easier. Performance Measures: Press releases for each event, news appearances for major events, active and effective social media, email, and website. This includes social media, the application being available on the website, timely email response, and positive contact reviews in the Member Gardeners annual survey. Goal #11: Explore options of privately owned vacant lots (long term). Strategy: Guide a Member Gardener with purchasing opportunities through the purchasing process. Performance Measures: Successful purchase of a vacant lot by community member for reuse, as assisted by Greenprint Niagara. Finance Committee Goal #1: Maintain and enhance existing gardens/projects. Strategy: Pursue funding options as needed to financially support established gardens. This includes grant applications and fundraising efforts. Performance Measures: The necessary funding options can be measured simply by the amount of documented financial need of Member Gardeners and whether the need is met. Grants applied for and fundraisers conducted also serve as indicators. Goal #6: Expand funding sources and pursue options that assist in diversifying both the source and funds and strategies of reuse of vacant lots. Strategy: Apply for grant funding from various sources as needed to support the efforts of Greenprint. All submitted applications are to be tracked and an accessible list of potential opportunities to be kept. Performance Measures: Variation in lead pursuing each grant, successful acquisition of needed grant funding, annual reflection of rate or success or failure in pursuit of grants, comprehensive record keeping of grant funding efforts. Goal #7: Nurture and expand partnerships with organizations whose missions and
30

purposes align with the goals and objectives of Greenprint Niagara and can enhance the impact, scope, and/or reach of the initiative. Strategy: Identify and attend meetings, conferences, and/or events related to Greenprint mission and vision with other organizations (Networking). Performance Measures: Discretionary. Strive to be professionally involved and connected without straining other commitments. Goal #8: Build commercial and sponsorship ties. Strategy: Reach out to banks and pursue community support options. Performance Measures: Commitment of support from at least one bank. Goal #10: Pursue improvement standards for vacant lots and building stock in the City of Niagara Falls (long term). Strategy: Ensure insurance and resources for privately owned lots. Performance Measures: Successful acquisition of insurance for the vacant lot and funding and resources to assist the Member Gardener as needed. Nomination Committee Goal #7: Nurture and expand partnerships with organizations whose missions and purposes align with the goals and objectives of Greenprint Niagara and can enhance the impact, scope, and/or reach of the initiative. Strategy: Identify and attend meetings, conferences, and/or events related to Greenprint mission and vision with other organizations (Networking). Performance Measures: Discretionary. Strive to be professionally involved and connected without straining other commitments. Board/Executive Committee Goal #1: Maintain and enhance existing gardens/projects. Strategy: Create an evaluation form to determine whether Member Gardeners are fulfilling their maintenance requirements and monitor each lot twice per season. Follow up with a nudge toward better maintenance, guidance, or praise. Performance Measures: Create a checklist to evaluate each lot before the first growing season (Spring 2013). Assign board members to each space and complete the checklist.
31

Each fall/winter when collecting information for the next growing season, inform member gardeners on their review. Strategy: Create a Maintenance Schedule and volunteer and/or employee plan for Greenprint demonstration spaces, assign responsibilities, and ensure strict following of this schedule. This is essential to provide a good example. Performance Measures: Finalize site plans and create an implementation timeline for the demo space Winter 2012-2013. Implement 2013. Goal #2: Create Additional gardens/projects in more communities Strategy: Outreach through the Greenprint On-tour presentations and community discussions will begin in the Fall of 2012 and Spring 2013. This tour will address at least 1) the Block Club Council, 2) faith based organizations, 3) businesses, 4) community organizations. The tour will provide application information and connect with residents. Each board member must be involved in at least one presentation. A minimum of 5 presentations total must be completed. Performance Measures: Completion of one On-tour presentation by each board member between Winter 2012/2013 and Fall 2013. Strategy: Applications will be accepted continually. Applications will be available on the website and through email and mail correspondence. Approval will be based on application qualifications and funding availability. All responses will be replied to within 2 weeks of the application date. Performance Measures: Return and acceptance of at least 2 reuse projects annually, with an increase from year to year. Goal #5: Educate member gardeners about gardening as well as practical, marketable, life skills. Strategy: Hold workshops with gardening, building, designing, and cooking advice. Performance Measures: Complete at least 3 workshops annually. Strategy: Develop a curriculum for development of Member Gardener skills. Performance Measures: Completion of curriculum guides and connection with willing participants Goal #6: Expand funding sources and pursue options that assist in diversifying both the source and funds and strategies of reuse of vacant lots. Strategy: Apply for grant funding from various sources as needed to support the efforts of
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Greenprint. All submitted applications are to be tracked and an accessible list of potential opportunities to be kept. Performance Measures: Variation in lead pursuing each grant, successful acquisition of needed grant funding, annual reflection of rate or success or failure in pursuit of grants, comprehensive record keeping of grant funding efforts. Goal #7: Nurture and expand partnerships with organizations whose missions and purposes align with the goals and objectives of Greenprint Niagara and can enhance the impact, scope, and/or reach of the initiative. Strategy: Join the WNYEA Growing group and attend monthly meetings. Performance Measures: Attendance of at least 5 meetings annually. Strategy: Identify and attend meetings, conferences, and/or events related to Greenprint mission and vision with other organizations (Networking). Performance Measures: Discretionary. Strive to be professionally involved and connected without straining other commitments. Strategy: Facilitate best practices discussions with Greenprint counterparts in Buffalo and Chautauqua County. Performance Measures: Bi-annual attendance of Best Practices meetings by at least 2/3 of the Board, with no Board member missing more than 1 per year. Goal #9: Understand and potentially expand options for produce markets (long term). Strategy: Development of relationships with key positions related to city allowances and permits, and farmers market rules and regulations. Performance Measures: Support from stakeholders to pursue goals deemed necessary. Goal #10: Pursue improvement standards for vacant lots and building stock in the City of Niagara Falls (long term). Strategy: Improve the quality of fill and lessen the debris left in vacant lots following demolitions in Niagara Falls. Performance Measures: Measure the soil quality of fill before and after demolition projects. Performance Measures: Monitor infill projects and the debris being deposited in the vacant lots.

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CONTACT US

To contact or keep up to date with Greenprint Niagara: Website: www.greenprintniagara.org Facebook: www.facebook.com/GreenprintNiagara Blog: www.greenprintnf.blogspot.com Twitter: @greenprintnf Email: greenprintnf@gmail.com Mail: PO Box 2947 Niagara Falls NY 14302

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