2021-2023 Strategic Plan - City Blossoms
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2021–2023 Strategic Plan
LETTER FROM THE
EXECUTIVE DIRECTOR
Welcome to City Blossoms’ 2021–2023 Three themes guide our vision for this
Strategic Plan! I am thrilled to join Plan and are reflected throughout our
our wonderful staff, board, and goals: resiliency, equity, and refinement.
partners as we embark upon this next
strategic phase for the organization. Resiliency: The coronavirus pandemic
In early 2020, I transitioned in as City will have an impact on the landscape
Blossoms’ new Executive Director, through 2023. We will continue to
and shortly thereafter the world implement practices that support the
experienced COVID-19. In spite of the resiliency of City Blossoms and our
pandemic, City Blossoms adapted and communities.
has continued to run our programs,
reaffirming the strength of our team Equity: Equity lies at the heart of why
and the importance of our community- City Blossoms was founded. In the next
driven work. three years, we will continue to uphold
our equity value in everything we do
Under our previous plan (2018–2020) as we strive to achieve access and
City Blossoms saw big, exciting growth; inclusion for all in urban green spaces.
we increased our number of staff and
community partnerships significantly, Refinement: We will grow our programs
created two new programs and built out by refining and honing our models and
the models of existing ones. We shared methods to make them even more
free City Blossoms tools and resources replicable, impactful, and efficient.
and expanded our presence on the Through this strategy we will ultimately
national stage. increase our reach and impact.
The current 2021–2023 Plan sits atop We are excited to engage with you over
the previous years of organizational the coming years as we continue our
expansion and now seeks to further partnerships with children, families,
refine and codify our work, which will educators, and neighbors. We can do so
position us to maximize our impact much together over the three growing
locally and nationally. The Plan was seasons. Let’s dig in!
created by a team of board and staff
members, and incorporated feedback
from our participants and partners.
Tara McNerney
Executive Director
2 • cityblossoms.org
VISION
We envision cities with abundant,
accessible green spaces where
communities thrive and children
build lifelong connections
to the natural world.
MISSION
City Blossoms cultivates
the well-being of our communities
through creative programming
in kid-driven gardens.
3 • cityblossoms.org
INTRODUCTION City Blossoms develops innovative and community- engaging programming and tools through creative kid-driven green spaces. Since 2009, City Blossoms has designed, developed, collaborated, and provided programming or trainings for over 100 green spaces throughout Washington D.C. and nationwide. Through our work with hundreds of community-based organizations, neighborhood groups, schools, and learning centers we serve all—with a particular focus on low-income communities and Latino, African-American, and immigrant youth. Thousands of participants, from toddlers through teens, have been engaged as cultivators, using their creativity, intellect, and energy to shape their communities through fantastic and functional gardens. The City Blossoms model interweaves four core elements: healthy living skills, environmental education, artistic expression, and most importantly community development. 4 • cityblossoms.org
OUR VALUES
EQUITY
Strive to ensure access
and inclusion for all.
DIVERSITY
Celebrate everyone’s
strengths and experiences.
RESPECT
Nurture compassion
and consideration
for all living things.
COLLABORATION
Enhance our impact
by joining together.
CREATIVITY
Cultivate open-mindedness
and experimentation.
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PROGRAMS Early Growers We use our bilingual early childhood
curriculum, First Harvest/Nuestra Primera
Cosecha, to work with children ages two
to five. We partner with educators to design
age-appropriate gardens and programming
City Blossoms accomplishes its mission through five to help participants make their first
connections to nature and food.
focus areas that incorporate free or affordable in-school
and out-of-school programming, community engagement School Garden We work with coordinated groups
opportunities, resources and trainings. Partners of elementary and middle schools to
design and incorporate gardens into
their programming over multiple years.
Youth Using the cooperative business model,
Entrepreneurship high school students create their own
Cooperative business while learning environmental and
food justice concepts and developing job
readiness skills.
Community We provide interactive, communal, and
Green Spaces children-focused gardens that transform
unused or under-used land into green spaces
where youth and adults can interact with
their natural environment and explore their
creativity. Participants learn about ecology,
urban agriculture, nutritious food, water
conservation, and composting techniques,
and participate in the creation of public art.
Training & Resource We support educators and community
Development members by providing trainings with a lens of
cultural connectivity and skills development.
We also produce sharable resources such as
our bilingual cookbook, Garden Gastronomy/
Gastronomía del Jardín.
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PROCESS The Strategic Plan was created by a Committee composed of Board and staff members, and incorporated feedback from youth, teachers, families, funders, and partner organizations. It considered what we accomplished in our previous plan, the local landscape in 2020, and our goals for the future. 7 • cityblossoms.org
STRATEGIC GOALS
In this Plan, City Blossoms has four strategic goals that
were revised and updated from the previous plan to meet
our vision for the next three years.
Goal 1 Goal 2 Goal 3 Goal 4
Strengthen Programming Assess and Improve Impact Extend and Deepen our Strengthen Organizational
that Supports City Blossoms’ Brand and Reputation Sustainability
Assess Impact: Refine, develop, and
Sustainability and Growth implement monitoring and evaluation Promote Brand: Continue to promote Strengthen our Organization:
methodologies and tools that support the City Blossoms brand by packaging Formalize operational structures
Refine programs: Reflect on and
measuring the achievement of our programs and tools and sharing them and staffing plans that support
refine programs to maximize impact
mission. at the local, regional, and national level. organizational sustainability and
and efficiency, while staying adaptive
to meet the needs of the community growth.
Increase Impact: Improve the Hone Communications: Enhance
landscape.
fulfillment of our mission by using our communications strategy to Cultivate our Team: Continue building
impact assessments to refine programs deepen our relationships with current a positive, supportive, equitable,
Make Replicable: Continue to work
and practices. audiences and reach new audiences. growth-minded work environment that
on making programs replicable and
scalable. embodies our values.
Share Impact: Share our progress in
achieving our mission and share our Fine-tune Financial Planning: Enhance
Grow Partnerships: Develop
developed impact assessment tools. short and long-term financial planning
community-based organization and
business partnerships that support strategies to support the growth
City Blossoms’ mission, sustainability, and sustainability of the organization.
and growth.
Bolster Board Impact: Strengthen
the Board of Directors’ role in
fundraising, finances, and oversight
of urgent organizational priorities.
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CITY BLOSSOMS STRATEGIC PLAN WITH OUTPUTS 9 • cityblossoms.org
1.
Goal 1: Strengthen Programming that Supports CITY BLOSSOMS STRATEGIC PLAN WITH OUTPUTS
City Blossoms’ Sustainability and Growth
STRATEGIC OBJECTIVES OUTPUTS
1.1 Refine programs: Reflect on and 1.1.a Use evaluation tools and processes to inform program refinement,
refine programs to maximize impact growth and evolution.
and efficiency, while staying adaptive
to meet the needs of the community 1.1.b Continue to refine all program models and content.
landscape.
1.1.c Refine and grow the Resources & Trainings Program, particularly
coaching sessions and curricular content.
1.1.d Enhance and vitalize existing Community Green Spaces sites with
significant structural investments and community art projects.
1.2 Make Replicable: Continue to work 1.2.a Continue to work on making all programs replicable and scalable.
on making programs replicable and
scalable. 1.2.b Convert programs and resources to be accessible virtually if
beneficial and reasonable.
1.2.c Investigate different models of conducting the YEC program.
1.3 Grow Partnerships: Develop 1.3.a Cultivate community-based organization partnerships that
community-based organization and support our mission, sustainability, and growth.
business partnerships that support
City Blossoms’ mission, sustainability, 1.3.b Cultivate business partnerships that support City Blossoms’
and growth. mission, sustainability, and growth.
1.3.c Strengthen the engagement and retainment of long-term
individual and group volunteers.
10 • cityblossoms.org2.
Goal 2: Assess and Improve Impact CITY BLOSSOMS STRATEGIC PLAN WITH OUTPUTS
STRATEGIC OBJECTIVES OUTPUTS
2.1 Assess Impact: Refine, develop, 2.1.a Review current and research new evaluation tools for assessing all
and implement monitoring and programs and internal organizational goals.
evaluation methodologies and
tools that support measuring the 2.1.b Refine, update, and implement evaluation tools.
achievement of our mission.
2.1.c Assess program impact using the new evaluation tools.
2.2 Increase Impact: Improve the 2.2.a Use the quarterly planning cycle to use impact assessment
fulfillment of our mission by using results to inform program strategy and implementation.
impact assessments to refine
programs and practices. 2.2.b Use the quarterly planning cycle to regularly review and innovate
evaluation tools.
2.3 Share Impact: Share our progress 2.3.a Share our impact with all partners and stakeholders.
in achieving our mission and share our
developed impact assessment tools. 2.3.b Share our developed evaluation tools and methodologies with
the nonprofit sector.
11 • cityblossoms.org3.
Goal 3: Extend and Deepen our Brand and Reputation CITY BLOSSOMS STRATEGIC PLAN WITH OUTPUTS
STRATEGIC OBJECTIVES OUTPUTS
3.1 Promote Brand: Continue to 3.1.a Continue to package and disseminate all program content, tools
promote the City Blossoms brand by and methodologies.
packaging programs and tools and
sharing them at the local, regional, 3.1.b Increase public awareness and engagement in City Blossoms
and national level. gardens through enhanced branding, events, programs, and rentals.
3.2 Hone Communications: Enhance 3.2.a Create a Communications Strategic Plan using feedback
our communications strategy to from our communities that deepens our relationships with current
deepen our relationships with current audiences and reaches new audiences.
audiences and reach new audiences.
3.2.b Assess and revise the communications plan each quarter to
improve our reach and impact.
12 • cityblossoms.org4.
Goal 4: Strengthen Organizational Sustainability CITY BLOSSOMS STRATEGIC PLAN WITH OUTPUTS
STRATEGIC OBJECTIVES OUTPUTS
4.1 Strengthen our Organization: 4.1.a Strategize annually and implement a staffing plan to meet
Formalize operational structures programmatic goals.
and staffing plans that support
organizational sustainability and 4.1.b Revise and add policies and procedures to further professionalize
growth. the organization and guide staff.
4.1.c Codify and record institutional knowledge for all programs and
operations.
4.1.d Continue to develop and implement equity building initiatives
in organizational policies, structures, and strategy.
4.2 Cultivate our Team: Continue 4.2.a Continue to support staff growth with regular 360 degree
building a positive, supportive, performance reviews and learning opportunities.
equitable, growth-minded work
environment that embodies our values. 4.2.b Continue to create quarterly work plans that guide staff using our
strategic plan.
4.3 Fine-tune Financial Planning: 4.3.a Tailor fundraising and financial planning strategies for long-term
Enhance short and long-term financial and short-term needs.
planning strategies to support the
growth and sustainability of the 4.3.b Refine tools that help forecast finances.
organization. 4.3.c Continue to set and regularly review income generation goals.
4.4 Bolster Board Impact: Strengthen 4.4.a The board will develop a plan to continue cultivating new donors.
the Board of Directors’ role in
fundraising, finances, and oversight of 4.4.b The board will continue to guide City Blossoms’ financial priorities.
urgent organizational priorities. 4.4.c The board will create annual performance targets for themselves
that they revisit during the year.
13 • cityblossoms.orgCITY BLOSSOMS
516 Kennedy St. NW
Washington, DC 20011
+1 (202) 882-2628
info@cityblossoms.org
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